Strategies For Successful Change Management In The Workplace

Reducing Resistance to Change

1. There are different strategies when it comes to discuss about the change in the workplace. The tried-and-true strategies include ensuring the employees and how the things are working. The reassurance might help in getting a new program which is easy than the earlier ones. Some of the strategies that can be analyzed for handling the reduced resistance to change, mainly in the workplace are:

1. Open Conversation: The employees need to focus on stopping the resistance to change. The information needs to be given and then allowing one to get an open forum for giving the feedback. The process includes the influencing of changes with own ideas, and then setting a creative approach (Cameron & Green, 2015).
2. Offering the Resources: With the change, the employees are unprepared to work on handling the changes. Hence, one needs to provide training classes, with the equipment and resources that are not only for the adaptation but excelling in a changed environment. It will help the employees to be more efficient with effectiveness before, during and after the changes have been able to take place.
3. Timing: It is considered to be important, when it comes to change management. The employees need to introduce the changes which are measured for giving the staff a chance to get used for whatever changes one can make. It will ensure the least interruption for the products and services along with being more productive.  

It is important for the companies to manage the change where they need to engage themselves actively to see what their concerns are and then alleviating the problems in a proper manner. With this, it will also allow the employees enough time to give the input, with assuring them that they are being a part of team (Hayes, 2018). The communication comes with conveying anything to employees. There are different advices which are found to be set in a truthful manner with big changes in workplace. The change is needed which is a good idea to help the employees to properly understand about the changes. The innovation and improvement are important on a daily basis and so the effective engagement of employees will help in responding to the feedback as well. There is a need to understand about the ability to realize the changes which are for different reasons of opposition (Rosemann & Vom, 2015). The implementation of changes are determined in different stages with companies preparing for the change, and then taking action or making plan for managing them. The communication is done in an effective manner with explicitly focusing on the formal and informal communication. It will allow the employees to ensure that one can receive the proper news about the change in a particular way (Hornstein, 2015). The communication outlets like the company intranets, face-to-face meetings are important for handling the different changes that will help the employees to communicate about achieving vision, and goals of the company.

2. The successful organization change mainly depends on the leaders where the managers have to work on direct authority through handling the change. The effective leaders tend to acknowledge the support with focusing on the roles of leaders that will help in driving the change in organization. Some of the points are:

1. Sponsors: The leaders need to act as advocates for the changes at the different levels. They focus on the representatives who are working on changing the front of the peers. The sponsor helps in handling the change initiatives with the willingness to bring a change to happen (Rosenzweig et al., 2014).
2. The role models: The leaders of change need to demonstrate about the behaviors and the attitudes that one is expecting from others. The employees focus on watching the leaders for the consistency that can be brought in between the words and actions. The leaders are thereby, self-aware and deliberate.
3. Making decisions: The managers, need to take control of the resources like the people, with the budgets and the equipment. The ability is to focus on handling the span of control where the leaders also need to leverage the decision-making authority with decisiveness and setting priorities that will support a complete change.
4. Communication: The leaders are communicating and sharing information to keep people properly updated along with offering encouragement. The employees tend to hear multiple messages with listening to the immediate boss (Wirtz, Pistoia, Ullrich & Gottel, 2016). The leaders generally interpret the change message for the reports, where there is a need to match the overall messages as well.
5. Engagement: The leaders need a complete change motivation with involving the people as well. This will help in creating the sense of urgency with importance to change and showing commitment with passion about how to manage the things. The recognition is about the participation and doing things properly. The leaders then realize about how the change can be managed and can be difficult to understand the needs for people to be completely motivated.
6. Holding accountability: The authority of the leaders includes the factors about how the people hold the changes (Foss & Saebi, 2017). They uphold different agreements to make sure that there are people who are not letting people to go away without any change. The leaders also need to follow through the different consequences with focusing on the exactness and fair decisions.

It is important for the leaders to properly recognize the change which cannot happen till one tends to fulfill the roles for the authority. There are enlisting of support and clarification of roles that one needs to fill in the areas. This evaluation of changes will help in building the capabilities with direct reports. The understanding is about the foundational concepts of change and one can empower it to understand and lead the change with employees.

3. The successful change management requires a larger commitment that comes from the executives and the senior managers. The leadership is considered important factor to help the employees for buying into and supporting the needed changes. The senior leaders can work on effectively leading the change management efforts with:

1. The establishing the clear vision that is based on the change management process. There are pictures of reality with vision and communication that has to be done in a proper manner.
2. The appointment of the executives includes owning the change management process where change is easy when there are larger people who are involved in the planning or the implementation.
3. Paying attention is important to the changes that are occurring. One needs to ask the employees about how the things are working. Here, the focus is on progress and the barriers are related to the change management (Kuipers et al., 2014).
4. The personal or managerial actions require changes to take hold in the organization with new behaviors and actions. It will help in establishing the structure to support the change.

The change is the measurement, with the rewards and the recognition systems for properly measuring and rewarding the accomplishments with better and new expectations. The solicit and feedback come from other members who work on recognizing the human element in the change. The people have different needs and there are different ways to react to it. The senior leaders need to participate in the training with exhibiting learning from sessions, readings and interactions. For the change management initiative, there is a need to identify the factors about what can be improved for a process, product and the outcome. This is mainly including the facilitation of the process that is for leading the endeavor. The change management system tends to acknowledge about what needs to be improved with creating a proper and solid foundation with clarity, easy and successful implementation. There is a need to plan for the changes with stakeholders handling the upper management for the direct and forms with financing the endeavors. It will include the roadmap that identifies the beginning and the destination to integrate the resources for leveraging. The plan is about the change management process which will lead to reducing any impact on IT infrastructure. With proper planning, the identification of resources and funding is also important. It includes the infrastructure and the equipment with software systems. The tools are needed for re-education and then focusing on the rethinking priorities or the practices. The models are mainly to identify about the data gathering techniques with proper clarification on how the progress will allow a proper communication and distribution of incentives. The communication comes with the proper identification, planning, and executing the change management plan which is completely depending on good communication. This involves the skill sets and the knowledge to work with the corporate customs that needs to be address properly. One needs to monitor and manage the resistance with handling budgeting risks in a proper manner.  

References:

Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Foss, N.J. and Saebi, T., 2017. Fifteen years of research on business model innovation: How far have we come, and where should we go?. Journal of Management, 43(1), pp.200-227.

Hayes, J., 2018. The theory and practice of change management, pp.100-127.

Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.

Kuipers, B.S., Higgs, M., Kickert, W., Tummers, L., Grandia, J. and Van der Voet, J., 2014. The management of change in public organizations: A literature review. Public administration, 92(1), pp.1-20.

Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg. pp.110-217.

Rosenzweig, C., Elliott, J., Deryng, D., Ruane, A.C., Müller, C., Arneth, A., Boote, K.J., Folberth, C., Glotter, M., Khabarov, N. and Neumann, K., 2014. Assessing agricultural risks of climate change in the 21st century in a global gridded crop model intercomparison. Proceedings of the National Academy of Sciences, 111(9), pp.3268-3273.

Wirtz, B.W., Pistoia, A., Ullrich, S. and Göttel, V., 2016. Business models: Origin, development and future research perspectives. Long range planning, 49(1), pp.36-54.