Implementing change within an organization requires a collaborative input from all stakeholders across the organization. The prospects of resistance to the change process need that managers devise strategies that will include people into the process. There are several strategies that managers can use to involve people in the change process.
The first strategy is communication which is essential since there is a need for awareness, understanding, and acceptance from all members. Excellent communication aims at reducing any conflicts and resistance by ensures they understand the importance of the change program to the organization and the logic behind it. Continually communicating the initiative to stakeholders creates a common ground and clear understanding of the need for the new strategy while raising awareness on the related responsibility of each stakeholder ( Spector, 2007). The communication serves as a guide. A two-way communication strategy is the most effective as it allows the manager to communicate to stakeholders and get feedback regarding their take on the change program. It may involve a one-on-one discussion, group presentation or memos. The inclusion of the views can help in managing the expectations of stakeholders across the organization and reduce any chance for a conflict or resistance.
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The second strategy is through training and support to prepare stakeholders and make them ready for the change process. The appropriate training program can help reduce barriers to the change process and support employees to get into the program. Training may consist of a program-wide approach that manages the execution strategy across the stakeholders or an initiative-specific plan that targets specific barriers to the change program. Administering the training strategy requires the identification of training needs and appropriate methods of addressing them. Its purpose is to establish essential skills and knowledge for all stakeholders that will equip them to perform the changing roles (Hall & Hord, 2006). The strategy may also involve providing emotional support that will prepare them for the change.
A related personal experience happened during the implementation of a new HR program within one organization. The company wanted to implement a new performance management program but received resistance from the employees. As a way of including them in the change process, the organization conducted a seminar to train employees about the new change initiated while informing them about the importance of the program to organizational performance. This helped employees to get the logic behind the change program and accept its implementation.
References
Hall, G. E., & Hord, S. M. (2006). Implementing change: Patterns, principles, and potholes
Spector, B. (2007). Implementing organizational change: Theory and practice . Prentice Hall.
