Coping with Change at the Workplace - Essay Example

Zdenka Kostkova T116071 16 January 2008 Coping with Change at the Workplace Executive Summary Change is an inevitable aspect of any individual professional life. Success at the workplace often depends upon how efficiently change is dealt with. Before one can deal with change, it is important to recognize the different kinds of change that one is likely to encounter. Some of the different kinds of changes that characterize most professional organizations are changes in systems, processes, and people. Resistance is a natural by-product of change and it is important to understand the various causes of resistance so as to be able to cope with it and overcome it effectively. The actual process of managing change can be divided into three phases: unfreezing change, and refreezing. First, one needs to accept the need for change and also have a desire to bring about the change. In the second phase, the actual implementation of the change can take place. In the final phase, review and reinforcement of the change takes place. Introduction Any business is characterized by change. In the course of a professional career, an individual is likely to encounter change very often. In some instances, individuals may also be called upon to predict the occurrence of change and initiate steps to deal with it. Individuals who are change-oriented are likely to gain professional success and a competitive edge over their competitors. Thus a person's success at the workplace is often tied to his or her readiness to act as an agent of change. This report begins by detailing out the various kinds of change that an individual is likely to face in an organization. Resistance is an inevitable aspect of change and therefore the next section of the report highlights the reasons behind resistance to change and the steps that can be taken to overcome it. Having detailed out the types of change and the barriers to change, the next section of the report logically deals with out how change can be dealt with systematically and effectively. Understanding the Kinds of Change Change in any organization is generally triggered by certain key business drivers. So, to start with, it is important to understand the different kinds of change that one is likely to face in an organization. Some of the kinds of changes that an individual is likely to encounter are: Changes in systems Changes in processes Changes in people These different kinds of change have been detailed out below along with examples of each kind. Change in systems: This kind of change generally signals a modification in technology or products. It includes "enhancements to an existing product or the development of completely new systems" (Bal 115). A change in systems is generally made in an attempt to ensure that the "right kind of technology, systems, and machinery are in place to meet the needs of customers" (Ibid). Change in processes: This kind of change entails the way in which an organization operates to meet the needs of its customers. Here the various processes involved in getting products or services to customers are critically examined and changes are initiated to add value to every step of the process. Internal processes are aligned with the needs of customers so that there is a dramatic improvement in the overall efficiency of the organization. Process changes include both people and technology so that products are delivered more effectively and efficiently to customers. Change in people: Change in people can refer to any number of things. It may refer to a change in the management of a company as may happen in the case of mergers and acquisitions. It can also refer to providing "technical training to ensure changes in systems can be managed by operators" (Bal 115). People are the driving forces that dictate the success of an organization. While systems and processes may provide "incremental change" (Bal 116), a motivated and efficient workforce can bring about "sustained improvement" (Ibid). While processes and technologies may become obsolete after a period of time, people who are continually learning and improving themselves can revitalize products, processes, and services. Resistance to Change Resistance is a natural reaction to change, since most people prefer the known and like to operate out of the safety of their comfort zones. Before learning how to cope with change, it is important to understand the causes of resistance to change and how this resistance can be successfully overcome. Some of the reasons behind resistance to change are: Routine: People often become accustomed to working in a particular familiar pattern. This becomes a work routine which they may find hard to step out of. Conventions and traditions: There are certain conventions which are established at the workplace along with certain traditional ways of operating. People prefer to conform to these accepted ways of working and are suspicious of anything that disrupts the normal pattern of operation. Lack of information: People may not have complete information on what the change entails and how it will impact them personally. They may be afraid of losing out as a result. This is generally triggered by poor communication. Threat to their interests: People often believe that any change will pose a threat to their interests and will not benefit them individually. Lack of buy-in: Very often, changes are thrust upon people and they are not given an opportunity to understand why the change is required and the implications of the change. Hence they are not committed to the change and often resist it. Overcoming Resistance to Change Although people may initially resist change, this resistance can be overcome by using some simple techniques: Lay the grounds for change: Preparation is the key to overcoming resistance to change. Before initiating the change, discuss the benefits and implications of the change with all the involved stakeholders. This will obtain buy-in from all involved individuals. Provide information: Provide involved individuals with as much information as possible about the impending change. Point out why the change is necessary, the reasons for it, and the benefits that can be derived from it. Be open to any questions or concerns that people may voice regarding the change. This will help squash any false rumors that are circulating about the change and also make the entire process as transparent as possible. Increasing people's comfort levels with the proposed change is the surest way to get their commitment to the change. The change process Kurt Lewin identified three distinct phases to bring about change. They are unfreeze, change, and refreeze (qtd. in Bal 120). Unfreeze: This is the first and also one of the most difficult stages in the process of implementing the change. In the first step of the change process, individuals need to accept that there is a need for change. For instance, certain processes or systems may not be functioning well or providing the desired output. So people need to accept that something is not right. They must also genuinely desire to bring about a change. This phase involves "selling the change, with giving individuals or groups a motive for changing their attitudes, values, behaviors, systems or structures" (CIMA: Organisational Management 340). In this phase, it is important to identify exactly what needs to be changed and the reason for bringing about that change. This phase sets the stage for implementing the actual change. Change: This phase involves actual implementation of the change; i.e., the development of a new process or the implementation of a new system. It includes "communication, a road map for the change, training programs that go along with the overall project and a plan for dealing with resistance" (Woodward 62). A certain amount of planning and organizing is involved in bringing about this change. New attitudes and behaviors may also need to be inculcated for successful change implementation. In order to successfully implement the change and gain buy-in from the stakeholders, it should be shown that the new ideas or processes actually work and are a vast improvement over the traditional models used before. If the change is to work, "it needs participation from all sides. It should involve all stakeholders, but the message, the training and the involvement should be tailored to the needs of each individual group" (Witchalls 33). Refreezing: The last phase of change implementation signals that most of the major changes are in place. This phase involves consolidation or reinforcement of the changed process or changed behavior. In this phase, individuals get an opportunity to review the change that has been implemented, gauge its effectiveness, and assess if anything else needs to be done. Conclusion Managing change is by no means an easy task and there are many risks and difficulties associated with it. Changes are of various kinds. They may involve a change in processes, systems or people. If change is to be meaningful, it should be implemented in a planned, phase-wise manner. In the first phase, unfreezing, existing ideas, processes, or behaviors can be questioned so that more effective ways of doing things can be evolved from it. The second phase is the most critical, where new ways of doing things are introduced. In the third and final phase, the benefits derived from the change need to be consolidated. Individuals need to assess what they have accomplished and what needs to be done further. This stage is referred to as refreezing. Recommendations If an individual wants to sustain a competitive advantage in the professional sphere, it is important to master the elements of continuous change. Perhaps, what is even more important than handling change, is the ability to anticipate change. An individual who recognizes that an existing process can be improved or that the introduction of a new technology can reduce product development time considerably is bound to stay ahead of the game. Becoming an agent of change does not just involve using the strategies to manage change. More importantly, it involves having the foresight to anticipate change, being proactive enough to actively seek change, and having the required drive to bring about the change. An individual with these qualities is bound to add value to an organization and meet his or her professional goals in the long run. Works Cited Bal, Sukhwant. The Interactive Manager. London: Kogan Page Limited, 1995. CIMA: Organisational Management. London: BPP Professional Education, 2003. Witchalls, Clint."The art of change management."Computing (June 28, 2007):33. Woodward, Nancy Hatch."To make changes, manage them: as change accelerates, it becomes increasingly important to include employees in the overall change management process." HRMagazine52.5(May 2007):62(6). Read More