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Graded Discussion Board.02
ORGANIZATIONAL DEVELOPMENT (MGMT628)
Due date: January 26, 2016
Topic: Organizational Change & employees
Objective of the activity
The prime objective of this discussion is that students will become aware about the possible resistance in change and how it can be handled.
After attempting this activity, students will be able to:
1. To know the possible reasons against change
2. Tentative strategies to tackle this resistance against change
Detox Pvt. Ltd. is a manufacturing company dealing in automotive parts. The management has decided to convert its operations towards more advance machines. The labor is not very much happy with the change as it requires more training and change in shifts and working hours. It also requires change in supply chain and processing. The resistance from labor is expected during training workshop as well.
Point of Discussion
In your opinion, why labor is reluctant in operating with advance machines? Also suggest three strategies to deal with resistance for effective change in operations.
The total marks of this discussion are 5. Avoid irrelevant text/material and lengthy discussion; be precise and stick to the topic.
For acquiring the relevant knowledge, do not rely only on handouts but watch the course video lectures and read additional material available online or in any other mode.
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We are here with you hands in hands to facilitate your learning and do not appreciate the idea of copying or replicating solutions.
Change is not the problem – but resistance to change can be a huge problem. In the 1920s, H.P. Lovecraft said:
This quote, said over 90 years ago, still holds true today when it comes to organizational change!
Managing change has always been difficult and will always be fraught with danger because it is so easy to introduce change the wrong way. So the logical question to ask is if there is a perfect way to introduce and manage change. The answer is no. There is no universal solution which applies to all change programmes.
Organisations are different, the reasons for change are different, timescales and budgets are different.
Announce an impending change as quickly as possible – rumors start very quickly. Delivering bad news is one of the biggest challenges managers face.
Find lots of ways to demonstrate why the change is necessary. Change management require acompelling change story – communicating it to employees and following it up with ongoing communications and involvement.
You should make statements that honor the work and contributions of those who brought such success to the organization in the past, because on a very human but seldom articulated level, your audience will feel asked to betray their former mentors – whether those people remain in the organization or not. A little good diplomacy at the outset can stave off a lot of resistance.
Look for signals that something is not going well with the new change. Rather than trying to force a change, find out what staff doesn’t like about it. Work with their concerns or even rethink the proposed change. Change means a new way of doing things and most people are fearful of the unfamiliar. Provide assurances that there will be support and time to become familiar with the new change. It takes a while for people to adjust.
One of the biggest roadblocks to a successful implementation of change in a business is getting the people “in the trenches” to not only understand what is coming but also to agree with what’s happening. When applied to organizational change, the “whales vs. dolphins” concept involves dividing change into a series of short steps or phases – similar to how dolphins breathe.
Involve interested parties in the planning of change by asking them for suggestions and incorporating their ideas. If people are involved in change and understand the reasons for it they become supportive of the whole idea and the change process.
If people are given the opportunity to take responsibility and accountability for certain parts of a change programme their sense of ownership will make them even stronger advocates.
Have you ever been “talked at” instead of had someone “talk with”? It doesn’t feel good to have someone talk at you. It leaves you feeling like you might as well not have been there at all. It is much more powerful asking questions. Increase engagement by asking questions when leading change.
Lots of it. Change is unsettling because it brings with it an element of uncertainty. And it is the uncertainty which is a major cause of resistance to change. People can relate to facts – good or bad – but uncertainty and contradicting messages breed unease and resistance.
Therefore, it is important to communicate with everybody about everything in relation to the upcoming changes in order to reduce the uncertainty. Use any communication channelsavailable and remember that it is impossible to over-communicate change.
Each change programme will have to be implemented on its own meritsClick to tweet
Social media platforms are ideal mechanisms to facilitate change because much of change management boils down to ongoing conversations and dialogue in a company.
Business leaders should start asking how can social media platforms help achieve business objectives beyond marketing: shaping company culture, strengthening change management initiatives, improving execution of corporate strategy, facilitating corporate communication, and increasing employee engagement.
Storytelling can be a powerful tool when you want to drive organizational change. Good leaders tell stories that “cast” them and their organizations as agents of change, rather than defenders of the status quo.
As a leader, you cannot eliminate fear, abolish uncertainty or avoid the prospect of change for your company. But you can leverage these emotional navigational stakes to your greatest advantage by telling a purposeful story.
Deliver training programs that develop skills that is needed to support “the new way”.
Large change management problems are best broken down into smaller ones with concrete achievable goals. Otherwise it can be so overwhelming that solutions seem unattainable – therefore, people often avoid tackling them or come up with single, grand programs that fail. Don’t forget to pour champagne on it.
Continual change leads to resistance. Making a change for the purpose of shaking things up makes it more difficult to get acceptance of necessary changes. Save your energy for more important changes.
Some changes don’t turn out as well as others. Why not say “forget it”. Nothing is gained by forcing staff to accept a change they know isn’t necessary.