Strategies For Minimizing Resistance To Change In An Organization Essay

Length: 2 pages Subject: Transportation Type: Essay Paper: #22023064 Related Topics: Climate Change, Communication Strategy, Organizational Culture, People
Excerpt from Essay :

People/Task-Centered for Minimizing Resistance to Change

People/Task-Centered Recommendations for Minimizing Resistance to Change

Organizational change refers to the alteration in a firm's alignment with its exterior climate. Such changes may include process re-engineering, improvement, business mergers, restructuring, business expansions, a new organizational culture, new technologies and change in leadership. Change may be incremental or transformative. In essence, organizational change is any transformation requiring changes in human performance. For many leaders, the primary strategic challenge is managing people and overcoming resistance during the change process. Lack of effective leadership and resistance to change are the central reasons why most change initiatives fail.

While seeking to address the challenge of address resistance, organizational leaders should think in the line of task and people actions. People-centered strategies recognize the human aspect of the organization. The human aspect looks at resistance to change as involving emotional, cognitive and behavioral states, which mutually reinforce each other. People actions include anticipating change and preparing employees for the unnecessary adjustments likely to be caused by the change. In addition, they include ensuring strong communication of the urgency for change and demonstrating powerful dedication to the change process.

Task-centered actions might be gathering a team of supporters within and outside the organization. In addition, a company may recruit and fill key...

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Moreover, acknowledging and rewarding peoples' contributions to the change process could prove fruitful in managing resistance. Some task oriented actions deal with structural and power issues of change implementation. By concentrating on key tasks that need change, the leaders can design proper procedures, structures and processes that facilitate and simplify successful completion of tasks.

In relation to people-oriented actions, leaders could use some guidelines to ensure employees are supported, informed and motivated about the change. Proper communication before, during and after implementing the change will prevent false rumors, misunderstandings, and disputes. Followers must be informed about what will change, why it must change and how the change will affect every employee in the organization. Researchers have referred to these as the "5Ps" meaning proof, process, people, priorities, and purpose. Drawing from the 5-P theory as indicated above, purpose explains the reason for the change with particular targets identified and prioritized people who are likely to be impacted by the change, a process that emphasizes proper levels of consultation and participation, and proof illustrating what the change achieved.

Case studies and research reveal that task-oriented approaches could significantly reduce resistance to change. Businesses implementing change have the opportunity to minimize resistance by motivating a work environment of mutual trust and adaptability. To develop trust, organizational members must have a feeling that they matter. In addition, they should feel safe to speak plainly. With the feeling of security, employees are more likely to come up with improvements, rendering…

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