Whenever organizations are faced with changing environment, they are required to make adapt to them. However, the process of adapting to the changes has its drawbacks, particularly because it is resisted. On this note, Hussain et al. (2018) theorize that any change in an organization faces forces that promote it and others that oppose it. The identified forces for change include technology transition, globalization, cross border cooperation, and knowledge management. These four forces promote change in an organization since they influence the decision-making process. Thus, executives can address this by being more creative and innovative to adapt to ongoing changes. On the other hand, the forces opposing changes include obligations towards customers, fears of the unknown, as well as a resistant culture. These forces are the reason for workers to oppose changes since they dread the subsequent outcomes. Nonetheless, to mitigate these forces, managers need to focus on involving everybody in the overall change process by providing them with advance notice, having open communication, and reassuring the workers that the changes are for their own good (Hussain et al., 2018). In my understanding, successful change effort is when executives are creative and innovative to adapt to the ongoing changes, especially being equipped with necessary skill sets, such as good communication, flexibility, and negotiation.
Employees’ Reaction: Positively, Negatively or Be Ambivalent
Change is inevitable, and its occurrence is typified with challenges to the management of a particular organization. The challenges are mostly instigated by the employees’ fear and anxiety, which is why they can either perceive changes either positively, negatively or be ambivalent (Cawsey, Deszca, & Ingols, 2015). The reason for such an occurrence is that changes are known to change the psychological contract needs of employees. Therefore, there is the need for these disruptive behaviors to be approached with a lot of care. First, employees do not always react negatively to changes, and whenever they do, it is because of how they perceive it. This can be mitigated by addressing the questions and concerns raised by these individuals as part of ensuring the changes make sense. Secondly, ambivalence is not uncommon since employees are caught up in mixed feeling whether to accept the changes or reject them. Since ambivalence generates discomfort, the best way to resolve this is to address the conflicting beliefs by clearing out issues and trying to make sense of the changes (Cawsey et al., 2015). Finally, with positive reactions, the response to this is to make sure that more energy is channeled to these individuals to continue influencing them on whatever issue they may have about the change.
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References
Cawsey, T. F., Deszca, G., & Ingols, C. (2015). Organizational change: An action-oriented toolkit . SAGE Publications.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge , 3 (3), 123-127. doi:10.1016/j.jik.2016.07.002
