Even though the members of an organization are well aware of the direction that the firm wishes to take in ensuring swift change, it is evident that there are cases where obstacles prevent a successful transition. It is for this reason that Kotter’s 8-step process incorporates as the fifth step, enabling action to eliminate barriers. This change management model identifies that that there are significant elements within and without the company that prevent a positive end to the change process. For successful adoption of the new vision, it is essential that the old structures and systems of working are radically eliminated from the firm. This action will cause considerable resistance from the staff hence the need to implement an effective communication system. The leadership in the organization could be the most appropriate means of ensuring a smooth transition. In the fourth step of the 8-step change management model, Kotter suggests that the senior leaders in the company should relay the details of the vision to the lower ranking staff members in a bid to convince them of its importance.
A good communication system ensures that there is a two-way communication between the senior leaders and the front-level workers. The leaders will present the proposed change while the latter provide feedback on the different views they hold. This type of communication will help the company identify the level of difficulty to implement the change in question. The leaders will also benefit by getting an alternative view of the new vision as they get first hand information on how the change will affect the low-ranking workers. This process may at times be traumatic to the staff as it is completely unknown and involves saying goodbye to practices that they have become comfortable undertaking. Therefore, the involvement of the employees through the appropriate communication process will enable a smooth transition.
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In some cases, the team responsible for planning the change process is more concerned on the administrative aspects, work responsibilities, as well as the job reporting structures. However, they completely ignore how the change will affect the workers themselves. For instance, introducing new machines in a hospital could be an effective technique to minimize the common human errors. Despite the benefits that are drawn from this change, the employees including nurses and physicians may identify it as a significant means to replace them and get rid of them. Not all members of staff will have a positive attitude towards improving technology at an organization hence the need to take into consideration the intuition and beliefs of the workers. This information will help the company leaders develop plans to ensure high level of motivation and job satisfaction. It may also reduce the occurrence of employee turnover as some workers may feel they are no longer needed in the company.
The change process may encounter significant barriers particularly in cases where the organization has little information of the current state of the workforce. In this case, the organization should develop an active human resource department that is constantly working to understand the blueprint of their company. Failure to understand how the company is functioning and the administrative structures that are present could result in imminent failure of implementing change. The HR personnel should conduct an analysis of how the employees are conducting the daily objectives and if the current system is in congruence with the organization’s vision and mission. Corporations that have not conducted an effective analysis of the firm’s blueprint will not realize that it is their lack of knowledge that is causing difficulty in the change process. This analysis will ensure that the corporation can develop an effective strategy that will ensure a smooth transition into the future processes.
Reasons People Resist Change
In the process of change, one of the major factors causing difficulty in implementing change is employee resistance. However, it is important to note that this action in itself is not the problem rather is it the underlying issues. For instance, some of the organizations do not appropriately communicate the urgency of implementing change within the workplace. They usually mention the need for transforming the work processes but to not particularly put a significant deadline. The workers do not feel under pressure to effectively transform their practice. However, the most successful efforts of a firm begin the planning team analyzes the competitive situation, financial performance and potential losses that could occur in future. This information is used as a basis of communicating to the workforce. It presents the logical importance of change to the company and the need to take an urgent approach to alleviate these changes. This level of urgency creates motivation for members to prevent loss of jobs and ensuring the sustained business practices of the firm.
The renewal process of the organization begins when one or two members come together and support one another. In successful change management, the senior executives come together and are assisted by low-ranking members to develop a shared commitment to the goal of the company. This group may increase from a mere five people to fifty or the particular size of the company. It does not always have to include all the senior executives of the company as some of them may be reluctant to the changes. However, with the increasing number of participants in the guiding coalition, they will begin to buy in to the idea of change. It is evident that sometimes the planning team does not need to convince the employees that they need the change in their various work stations rather it is through this cohesive group that they believe it would be better off. The formation of the coalition abandons the formal hierarchy of the firm and creates an awkward feeling that is essential for implement reforms.
In every successful transition in a company, one of the most important aspects is ensuring a clear view of the intended future of the company. The guiding coalition develops this vision that can appeal to employees, customers, stockholders, and other stakeholders. In this case, the change should not seek to favor only one group while ignoring the others. As a result, one of the major reasons why employees resist change is because they feel the new strategy does not include them in the future. The case of implementing new machines at a workplace may be perceived as an organization’s ploy to downsize and minimize the workers. However, the senior leaders along with the guiding coalition will demonstrate that machines will only help them and not take away their jobs. Presenting a clear vision and one that relates with each individual group of workers will minimize the occurrence of resistance.
There are numerous workers who may resist the change process due to the lengthy nature of realizing goals. Employees are usually dissatisfied by their jobs when they feel that their daily input does not amount to anything. In this case, immediate supervisors should develop short-term wins. This means that goals are set within two or three weeks and sometimes even shorter. Once the employees begin to identify that they have realized the targets on a short period, they become more motivated to engage in the new strategy. They are more likely to embrace the new vision and changes that have been implemented in the company. This technique is less likely to result in significant resistance from workers.
