Change In An Organization: This Chapter Involves Change And ✓ Solved
Change In An Organizationthis Chapter Involves Change And The Response
Change in an Organization This chapter involves change and the response to change in an organization. If you feel uncomfortable already you probably are in the majority. Let's read the scenario below and try to understand why change is so difficult. Scenario: Imagine the days before COVID when we were all in a classroom. Do you remember back then? Well, think about where you decided to sit in a classroom. Did you find that you usually chose the same seat in most of the classrooms that you were in? If not, then what usually made you choose the seat that you decided to sit in? Now if you were to sit in a seat in the first class, how likely were you to sit in the same seat after that? Have I made a point? So change is hard, and we all have gone through some kind of change, small or large, in our lives at school, at our workplace, and at home. Instructions: Read the information above and then answer the following questions: Describe what the circumstances were at your workplace when you had to change something How did you adjust to the change? Were there colleagues that could not adjust to the change? Why do you think, in terms of change theory, that there were colleagues that could not adjust? Your should be: One (1) page
Sample Paper For Above instruction
Change is an inevitable aspect of organizational life, impacting how organizations operate and how employees respond to new circumstances. Reflecting on a personal experience vividly illustrates the challenges and dynamics associated with change management within a workplace setting.
In my previous role at a mid-sized marketing firm, the organization decided to implement a new customer relationship management (CRM) system aimed at streamlining client interactions and data analysis. This change was significant as it affected daily routines, workflows, and employee interaction with the company's digital tools. Initially, the reaction among staff was mixed; some were enthusiastic about the potential efficiencies, while others expressed resistance and concern over perceived increases in workload and the learning curve involved.
Adjusting to this change required a combination of adaptation, learning, and patience. I personally dedicated time to training sessions, supplementary tutorials, and peer support groups to understand the features of the new CRM. This proactive approach helped me integrate the new system smoothly into my daily activities, reducing frustration and increasing productivity over time. However, not all colleagues adjusted as easily. Some colleagues struggled profoundly, often citing a lack of technical skills or fear of the unknown as primary barriers to adaptation.
From a change management perspective, resistance among certain colleagues can be explained through Kurt Lewin's Change Theory, which emphasizes unfreezing current behaviors, transitioning, and refreezing new behaviors. Resistance often occurs during the unfreezing phase, where employees’ comfort with existing routines creates inertia. Those who struggled to adjust might have had a higher level of 'resistance to change' due to fear, lack of confidence, or perceived threat to their competence and job security. Conversely, colleagues who embraced the change likely perceived the new CRM as an opportunity for growth and efficiency, demonstrating a more flexible attitude and better adaptability.
Overall, understanding individual responses to organizational change allows managers to develop targeted strategies to facilitate smoother transitions. Approaches such as inclusive communication, training programs, and addressing employees’ concerns can significantly enhance adaptability and overall success of change initiatives.
References
- Burnes, B. (2017). Managing change (7th ed.). Pearson.
- Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page.
- Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage Learning.
- Lewin, K. (1951). Field theory in social science. Harper & Row.
- Hiatt, J. (2006). ADKAR: A model for change in business, government and our community. Prosci.
- Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
- Robbins, S. P., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
- Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Re-visiting Kotter’s 8-step change model. Journal of Management Development, 31(8), 764-782.
- Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review and model update. In Research in organizational change and development (pp. 3-30). Emerald Group Publishing Limited.
- Pettigrew, A. M. (1987). Context and action in the change process. The Journal of Management Studies, 24(6), 649-665.
This experience highlights how organizational change can be both challenging and rewarding. Recognizing the factors that influence individual responses allows organizations to tailor change initiatives effectively, ultimately leading to more successful transformations.