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?
Change in the Workplace: Adjusting and Understanding Resistance
At my workplace, a significant change occurred when the company decided to implement a new project management software to streamline our workflow and improve collaboration among teams. This change required us to transition from our familiar manual processes to a digital platform, which involved learning new tools and adapting our working methods.
To adjust to this change, several steps were taken. Firstly, the company provided training sessions and workshops to familiarize employees with the new software. These sessions were designed to build confidence, address concerns, and highlight the benefits of the system. Additionally, ongoing support was offered through dedicated help desks and online resources.
Personally, I adjusted to the change by actively participating in the training sessions and taking advantage of the available resources. I approached the transition with an open mindset, recognizing the potential efficiencies and improved collaboration that the new software could bring. I also sought guidance from colleagues who had already adapted to the change and shared their experiences and best practices.
However, despite these efforts, some colleagues struggled to adjust to the change. In terms of change theory, there could be several reasons for their resistance:
Fear of the unknown: Change often triggers uncertainty and fear of the unfamiliar. Some colleagues may have felt comfortable with the old system and were hesitant to embrace something new. They may have been concerned about their ability to adapt or feared that the change would negatively impact their performance.
Lack of perceived benefits: If employees did not understand or see the benefits of the new system, they may have been resistant to change. They may have felt that the old processes were sufficient and failed to recognize how the new software could enhance their efficiency or improve collaboration.
Inadequate communication and support: Effective change management requires clear communication and support from leadership. If employees felt that they lacked information or were not adequately supported during the transition, it could have contributed to their resistance. Insufficient training or limited access to resources may have made it challenging for them to adapt.
Personal preference or habit: Some individuals may simply prefer their established ways of working, finding comfort in familiarity and routine. Breaking away from these habits can be difficult, especially if they have been ingrained over a long period.
To address resistance to change, it is essential for organizations to address these concerns proactively. Engaging employees in the change process from the beginning, providing clear communication and training, and creating a supportive environment can help alleviate resistance. Recognizing individual differences and providing additional support for those struggling with the transition can also be beneficial.
Change is inevitable in any organization, but understanding and addressing resistance can help facilitate a smoother transition and increase overall acceptance of new initiatives.