Competition is a major factor that creates a necessity for change. Businesses can be forced to change their strategies when new competitors enter the market. Such change is necessary to avoid losing customers to the new competitor. Organizations can also be forced to change because of technological advancements. The development of new technology can render some business processes and practices obsolete, which forces the business to change to keep up with its competitors (Iveroth & Hallencreutz, 2015). Another major factor that leads to the necessity for change is the enactment of changes in government regulations. Governments can mandate businesses to observe new regulations such as the implementation of safety procedures, which forces businesses to change to avoid penalties for breaking the law. Businesses can also be forced to change when they realize a need to streamline their processes or when they seek to pursue a growth strategy. In such cases, businesses are forced to change by embracing new processes and abandoning any previous practices that do not contribute to achieving their objectives.
The factors that lead to the necessity for change not only affect the business, but also the individuals in the business. For instance, individuals may be forced to acquire new skills to meet the challenges of implementing new business practices or using new technology. Individuals that fail to adapt to change in the organization can suffer negative consequences such as limitation in their opportunities for advancement or even loss of employment (Campbell, 2014).
Different individuals react differently to the change process. Some individuals may be enthusiastic about the change process and embrace it readily. Such individuals may be joyful about the change process because they realize its benefits for them and the organization, or they may desire change because of boredom with the existing processes. Other individuals may react to the change process negatively and refuse to embrace it. This usually occurs when individuals do not understand the change process or when they perceive the change as a threat to their status (Campbell, 2014). A positive reaction to the change process can lead to its speedy implementation. Furthermore, a positive reaction to change can reduce the cost of implementation of the change process for the organization. In contrast, a negative reaction to change can increase the cost and time of implementing the change process. If the negative feelings towards the change are widespread within the organization, the change process can fail.
Diversity plays an important role in people’s response to change. In this case, diversity refers to the inclusion of all individuals in the organization in the change process. Therefore, organizations must demonstrate that they value and respect the opinions of all employees regarding the change process. This is because individuals are likely to embrace change if they feel that they contributed to the change process (Hiatt & Creasey, 2003). In contrast, the exclusion of individuals from the change process is likely to alienate them and increase their resistance to change because of the perception that the change is being forced on them.
I see myself reacting to change positively because I love taking on new challenges. Should change occur in my organization, I will be ready and willing to learn the new practices brought about by the change process. My enthusiasm about change stems from my understanding that change is an inevitable part of human life. Resistance to change rarely prevents it from occurring. Instead, those who resist change are usually left at a disadvantage as the rest of society progresses.
I can cause appropriate change as a leader in an organization by ensuring that I understand the change process and its effect on the organization. This is important because it will guide me in setting priorities for implementing the change process. When the implementation of the change process commences, I will focus on the individuals in the organization who are most affected by the change. This is because such individuals are the most likely ones to hinder the implementation process. Furthermore, I will ensure that the change remains appropriate by adjusting the implementation process where necessary to address emerging realities and other concerns of individuals in the organization. Finally, I will evaluate the change process on completion to find and fix any flaws brought about by the changes.
Leaders need to overcome resistance by both their subordinates and peers to facilitate the smooth implementation of the change process. As a leader, I will overcome resistance to change by my subordinates by encouraging their participation and involvement in the change process. In addition, I will build an atmosphere of trust in the organizations so that my subordinates believe that the change will serve their interests and the interests of the organization. Lastly, I will overcome resistance to change by my subordinates by providing them with training and support to help them cope with the change process. It is worth noting that overcoming resistance to change by one’s peers requires a different approach. As a leader, I will overcome resistance to change by my peers by making them understand that implementing the change process does not make superior to them (Kotter & Schlesinger, 2008). In addition, I will involve my peers in negotiations so that we agree on the best way to implement the change process.
In conclusion, several factors can necessitate change in an organization. These factors affect the organization itself as well as the individuals within it. Individuals may react to change positively or negatively depending on how they perceive the change will affect them. Therefore, leaders to implement various strategies to help them overcome resistance to change in an organization. Lastly, individuals must also recognize that organizations are not static entities because they exist in an ever-changing society. Therefore, individuals must be ready to embrace change when it occurs because it is inevitable.
References
Campbell, H. (2014). Managing Organizational Change: A Practical Toolkit for Leaders. London: Kogan Page Publishers.
Hiatt, J., & Creasey, T. J. (2003). Change Management: The People Side of Change. Madison: Prosci. Retrieved from http://mdi.com.pk/management/2009/05/how-people-react-to-change/
Iveroth, E., & Hallencreutz, J. (2015). Effective Organizational Change: Leading Through Sensemaking. London: Routledge.
Kotter, J. P., & Schlesinger, L. A. (2008, August). Choosing Strategies for Change. Retrieved from Harvard Business Review: https://hbr.org/2008/07/choosing-strategies-for-change
