Significant Change Management - Essay Example

Maritime Management Various changes may during the lifespan of an organization. A change management program should therefore be introduced to ensure that the vision of the initiative is achieved. However, communication determines the success or the failure for everything that happens in an organization including changes in initiatives. Proper communication of changes should be done to the employees because they are the directly affected by the changes. During transition periods, employees may experience rising levels of uncertainties and anxieties. This happens if the employees are not adequately informed during the change process. These psychological effects lead to unproductive behavior, lack of cooperation and greater resistance. Psychological effects of the introduction of significant change management program within an organization on employees Various psychological effects are experienced at different levels by the employees of an organization whenever a significant change management program is introduced. This determines the levels of resistance expressed and how fast they cope with the changes. Feeling of shock and denial are the first psychological effects that employees of an organization whenever changes are introduced. This hits them immediately the change is announced. The employees become curious of how the change will affect them, their working hours and benefits. At this stage, they do not want to hear of other information for fear of sad news. According to Carin (2004), anger, sadness and resentment are experienced and expressed as a reaction to the changes. Employees express feelings of unfairness. They feel that the organization ‘should not have done that to them’ especially if they were not informed of the expected changes. Employees who are adversely affected may go through a period of tearfulness. Production at his time is low because employees keep discussing the issue amongst themselves. Feelings of anxiety and confusion hit the employees at such a time. This is because the employees do not know what lies ahead of them and how they will be affected as individuals and work units. An atmosphere of ambiguity is created. As a result of ambiguity, people resort to being self-protective/defensive, distrust and withdrawal. A change management program may present tension among the employees of the organization undergoing changes. The employees withdraw to themselves such that they do not talk to the management or even one another. This makes it hard for the organization to run smoothly. Such stress may lead to headaches and increased blood pressure among the employees. Some resort to absenteeism while others resort to increased working hours as a way of securing their jobs (Reilley et al, 1993). Depression is a major psychological effect that a significant change management program can present to the employees of an organization. Employees who are depressed feel emotionally fatigued and loose trust in their ability to drive the organization. They no longer see any future within the organization. They shift their concentration from success into failures. This is because a change is a way of communicating that the old ways are no longer working hence the need of the changes. Employees often personalize this message to mean that they are not valued. This may cause some employees to consider other job options hence loss of valued employees (Carin, 2004). Carin (2004), explains that depression leads to emotional dissonance. This is where there is a difference between the physical manifestation of emotions and the internal experiences. Employees may experience burnout which refers to a condition in which employees experience prolonged exhaustion and diminished interests. Employees feel that either the organization does not appreciate their work efforts or that their efforts have been inadequate in achieving the organization’s vision. This demoralizes them leading to feelings of exhaustion (Maslach et al, 2001). Compassion fatigue may also result due to the introduction of a change management program. This is a condition characterized by gradually reducing employee compassion for the organization over time. This is revealed by inability to focus, constant stress, anxiety, hopelessness and a rebellious, negative attitude (Reilley et al, 1993). This leads to reduced productivity, loss of confidence due to new feelings of incompetence and self doubt. Employees may feel insufficiently competent to implement the new ways of production. This is because the changes may require a change or upgrading in the employee core competency. Productivity reduces because of this. Employees become stressed at the introduction of a significant change management program. Stressed employees experience restlessness during sleep, loss of appetite and a feeling of complete exhaustion. This is because the workers are no longer certain of their job stability, success, job security within the organization and attainment of their personal goals. The changes brought by the new initiative could necessitate some structural changes. Individuals or work groups will assume new positions in line with their new duties. Those employees that are affected by the changes at a personal level experience feelings of threat and fear. The employees feel that they are at a risk of loosing their jobs hence fear of being jobless at an unexpected time. Possible mitigation effects It is possible to prevent or mitigate depression, anxiety, fear, stress and other psychological effects on employee due to changes in the organization. This is achieved though leadership. The organization’s leadership must adopt the proper mitigation measures to help the employees accept, cope and adapt to the changes. The first is to conduct meetings with the employees. During the meetings, the organization’s leadership should explain to the employees how the changes will help them and contribute to their success as well as that of the organization. They should clearly explain using best terms possible that such a change is essential for improvements to be realized in any organization (Sauter et al, 1990). The employees should be informed that such changes usually present different levels of benefits to individuals or work units. However, all persons in the organization are expected to accept and cope with the changes. The leaders should clearly explain the reasons that caused them to make the changes. They should ensure that the employees get to understand the main driving factor behind the changes. This should present it in a way that will convince the employees to also concur with them. They should also explain how they as the leadership will also be affected. This will make the employees know that they are not the only ones disadvantaged. During the meetings with employees, the leadership should ensure that it uses quality, convincing and meaningful language. This is very important in determining if the employees will yield to the explanations given to them or not. The organizational leadership should be straight forward when explaining possible risks and possible negative effects of the change. For example, if the change may result to loss of a work unit or some employees, or any other changes. The leadership should communicate the reality (Tornasko, 1992). The organization’s leadership should also explain the support that the affected individuals will receive from the organization during the transition period. After this, the leadership should encourage the employees to ask questions and express their concerns. The leadership should employ active listening skills in order to demonstrate an appreciation and understanding of the employee concerns and comments. This will encourage input from the employees and make them feel appreciated and valued by the organization. It will bring them to a point of accepting the changes and developing a positive attitude and approach to the changes. According to Tornasko (1992), when the employees have accepted the change, the leadership should communicate the vision of the change. They should also allow the employees to develop the implementation plan to most possible and relevant levels. This will make the implementation of the changes easier. This is because the workers will feel that they have a role to play to make it a success and of benefit to the organization and themselves as well. This will eliminate unproductive behavior, lack of cooperation and resistance to the changes. When the employees have come to terms with the changes, the organizational leadership should avail themselves to the employees at various times to monitor their progress. Accessibility to the management should also be increased. This is achieved by having the leaders walk around. They should express and emphasize on their willingness to answer any questions that the employees may have. This will make the employees know that the management is concerned about how they are coping with the changes and any possible challenges. The organization can also establish an employee’s assistance program (EAP) to deal with prolonged and emerging psychological effects from the change management program (Tornasko, 1992). Conclusion Psychological effects can become an obstacle to change. What differentiates success and failure in every initiative is effective communication among the various stakeholders. The management has a role to play in avoiding negative psychological effects of introducing a change management program on employees. They should ensure that employees are well informed and involve them to the most relevant levels. This will ensure smooth transition without de-motivating the employees despite the effects the changes may present to them. Without this, the organization will have to bear with cynical and burned out employees who portray exhaustion and diminished interest for working for the organization. References Carin, E. (2004). “The effects of change programs on employees’ emotions.” Personnel Review. (1) pp 110 – 126. Maslach, C. Schaufeli, B. and Leiter, P. (2001). “Job burnout.” In S. T. Fiske, D. L. Schacter, & C. Zahn-Waxler (Eds). Annual Review of Psychology, 52, 397-422. Reilley, H, Bret,M. and Stroh,K. (1993). “The impact of corporate turbulence on employee attitude.” Strategic management journal. (14) pp167-179. Sauter, L. Murphy,R and Hurrell.J. (1990). “Prevention of work-related psychological disorders.” American Psychologist (10) pp1146-1158. Tornasko, M. (1992). “Restructuring: getting it right.” Management Review. (4) pp10-15. Read More