Introduction
An organization evolves from different life cycles just as people successfully evolve through life cycles. Change in an organization is very important for its success. Through adding, replacing or removing some sections in the ways which the organization operates will benefit both the organization and the members. Leaders in organizations will always make efforts to achieve significant and successful changes for the benefit of the organization.
Importance of Organizational Change
Change is very important in an organization for without it there will be no understanding and growth in the organization. The main reason why change is undertaken in an organization is to improve its performance, and the people in the organization, (Conner 114). Change increases productivity in an organization since the members are able to gain more knowledge and skills and to explore new opportunities in the organization. Members are allowed to exercise their creativity and benefit the organization through the knowledge and skills and new ideas they acquire during the change process.
Change in an organization demands flexibility among the members so as to make the change process effective. Additionally, the members need to think creatively during the change process and they should also not undermine other people’s ideas for they are meant to be for the benefit of the organization. Change is very vital in an organization for it empowers members to think creatively and also be creative for this increases their knowledge and skills, (Quinn et al, 146). In order for any change to take place in an organization, it should be planned very carefully. For the growth of any organization, it has to undergo a series of changes at various points in its development.
Special challenges associated with the need to overcome resistance to change.
Change in an organization has to experience challenges in one way or another. The biggest challenge has been the leaders in the organization. Leaders’ characters can be a very big challenge in overcoming resistance to change in an organization. The way leaders communicate to the members matters a lot during the change process as some will always misuse their power to undermine the members. The way the information is issued to members will either leave them confused, comfortable or will make them resist because sometimes they are unaware of what they are supposed to be changing. Some leaders will use authority given to them by forcing the members to do something they are not comfortable with by issuing threats at times.
Leaders approach to members highly determines whether they will accept the change or not. Another challenge in overcoming resistance to change is by not involving the members in decision making whereby the decisions are only made by the leadership. It is very important when a resistance arises in an organization during the change process that even the members should be consulted before making the final decision. Some leaders opt to think that because of their positions, they are the final decision makers and this highly makes the resistance form members to continue. When it comes to negotiating with the people in resistance, their views should be put into consideration or else this will always cause fresh resistance and it makes it hard to effect the changes in the organization. There also should be dialogue that must satisfy both the members and the leaders, (Carter, 216).
Experiences that I have heard with resistance to change.
As I was studying my undergraduate degree 4 years ago, I happened to be a member of a student group help that experienced so many resistance to change. These resistances led to hatred and fights among the students for they could not agree on one thing. Every student wanted his/her opinion be followed and some thought that their colleagues’ suggestions are for personal interests. Many of the changes in the group were based on status and class and this was the main reason there was a lot of resistance and fights among the students. Most changes in the group triggered resistance from the students since most of us came from different backgrounds and were not of the same status. The students who felt that they are from the upper class used to undermine the rest of us and could not take any idea from them as they were considered of a lower class. Most of the changes in my former group brought disruptions in social relationships as there was division among the students specifically the upper class, middle class and the lower class.
When directives were issued for change, most students were left confused because they did not even know what they are changing to because the leaders never used to communicate in the right way and they only wanted change that could benefit them alone.
How resistance was addressed in a productive manner
Addressing such resistances requires a lot of patience and understanding. There must be dialogue among the members whereby everyone is allowed to participate and their views taken in to consideration. The head of students association in our institution was forced to create a meeting whereby every member of the group attended and was allowed to air out their views on the change process and the changes that should take place.
In the change process, individualism and class should be avoided, (Belasen, 89). In our situation, the students who considered themselves to be of the upper class were responsible for the resistance as the changes they suggested were only for personal reasons. After the meeting with all the members, leaderships were given to students from both statuses and every students point of view was considered. All members should be involved in any decision making process in all organizations even though the final decision comes from the authority. All members suggestions were considered and in case of any change in our group, it was communicated to all the members and discussed till a conclusion is reached. It was agreed by both the members and the leadership that he language used in communicating should be clear and the directive should assure the members that the change will be a process not something that should be done immediately.
Lastly, anytime there was change, it was communicated to the members in time, its benefits was explained, they were provided with the knowledge and skills they needed during the change process and all the questions, concerns and members doubts were handled with care.
Works Cited
Belasen, Alan T. Leading the Learning Organization: Communication and Competencies for Managing Change. Albany: State University of New York Press, 2000. Print.
Carter McNamara. Field Guide to Consulting and Organizational DevelopmentA Collaborative and Systems Approach to Performance, Change and Learning
(for working with for-profit businesses and government agencies).Minneapolis: Authenticity Consulting, LLC, 2006. Print.
Conner, Daryl R. Managing at the speed of change. New York: Random house, 1993. Print.
Quinn, Robert E., et al. Becoming a Master Manager: A Competing Values Approach. New Jersey: John Wiley and Sons. 2011. Print.
