essay on change management in workplace

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Change Management, Essay Example

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We live in an increasingly competitive world because globalization has increased trade between countries, opened more markets to the market players, and human and capital resources have become more mobile than they were in the past. Thus, it has become even more important to successfully manage change so that organizations continue to learn and evolve in order to remain competitive and maintain profitability. Different change process theories have been proposed over the last few decades such as Lewin’s Change Management Model, ADKAR Model for Change Management (ADKAR), and Kotter’s 8-Step Change Model.

Lewin’s Change Management Model proposes that change be bought in three steps which have been called Unfreeze, Change , and Refreeze in the model. The first step is Unfreeze which means that the organization should challenge the existing culture and work practices and prepare everyone for an impending change. The management also explains why a change has become inevitable and how it will benefit the organization and all the stakeholders involved in order to secure everyone’s support. The second step is Change where the actual steps are taken to implement change and new behaviors and work practices are adopted. The third step and the final step is Refreeze when people have started embracing the changes. Thus, it is time to establish the new changes as the norm (MindTools).

ADKAR is a goal-oriented change management model. ADKAR breaks down the change process into multiple steps and the results are evaluated at the completion of each step to determine whether the stated objectives were achieved or not. The benefit of ADKAR is that it helps to identify specific factors that may be working against the overall change process and address those specific factors. ADKAR model is composed of two dimensions which are Business dimension of change and People dimension of change. Business dimension of change includes elements such as business need or opportunity, project definition, business solution, proposed processes and systems, and implementation of the solution. People dimension of change includes elements such as awareness of the need to change, desire to participate, knowledge of the final form of change, ability to implement the change, and reinforcement to keep the change in place (Prosci).

Kotter’s 8-Step Change Model as the name suggests, consists of 8 steps which are establishing a sense of urgency, creating the guiding coalition, developing a chance vision, communicating the vision for buy-in, empowering broad-based action, generating short term wins, never letting up, and Incorporating changes into the culture(Kotter International). In short, Kotter’s model provides a step by step guidance to implement change and is more specific than other models which is not surprising since it is relatively new. Thus, it has the added benefit of taking into account the challenges being faced by most organizations in their quest to introduce flexibility. The model introduces a step-by-step guidance to successfully pave the way for a flexible culture within the organization.

People usually resist change because it means learning new skills and doing things different from what they are used to. Some fear their performance will be negatively affected. People are also interested in as to how the changes may impact them and behave accordingly. Because change is often adapting to new way of doing things, the fear of unknown also results in resistance (Peter Barron Stark Companies). If the change is expected to make the organization lean, some people would oppose it especially if it means loss of power and authority. The paste experience may also result in opposition especially if the previous experience resulted in disappointing outcomes. Some think that because the organization seems to be doing fine, there is no reason for change. Moreover, change always carries some risk and different people have different attitude towards risk. The people may also resist change if they feel the decisions are being imposed on them without taking into account their concerns and opinions.

The managers/leaders can take several steps in order to secure the support of the subordinates and other stakeholders. First of all, the management should communicate to the stakeholders as to why the change is being implemented. People are more likely to support change if they can see the relationship between the desired change as well as the organizations’ overall objectives. Second, the management should involve subordinates in the discussions and seek their opinions/feedback. When people feel their opinions are being listened to, they will be more willing to cooperate.

The management should communicate how the change will impact/benefit the subordinates in order to ease their concerns as well as make them aware of the benefits that will flow to them from the change. The management may also tie a portion of the employees’ overall compensation plan to the progress in organizational change. This will give the employees an incentive to contribute towards the success of the overall change process. The management should also take efforts to keep the employees informed of the progress because this will help build trust between the management and the subordinates. Some employees may be skeptical of their ability to adapt to change so the management should provide training wherever needed in order to help employees feel comfortable in the new working environment.

Kotter International. (n.d.). The 8-Step Process for Leading Change . Retrieved September 28, 2011, from http://www.kotterinternational.com/kotterprinciples/changesteps

MindTools. (n.d.). Lewin’s Change Management Model . Retrieved September 28, 2011, from http://www.mindtools.com/pages/article/newPPM_94.htm

Peter Barron Stark Companies. (n.d.). Why Employees Resist Change . Retrieved September 28, 2011, from http://www.peterstark.com/why-employees-resist-change/

Prosci. (n.d.). “ADKAR” – a model for change management . Retrieved September 28, 2011, from http://www.change-management.com/tutorial-adkar-overview.htm

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5 Tips for Managing Change in the Workplace

• 23 Jan 2020

In order to stay ahead of new technological and economic developments, companies need to embrace change. According to research and advisory company Gartner , the average business has undertaken five major organizational changes in the past three years. A further 75 percent of those companies expect to pursue additional change initiatives in the coming three years.

Organizational change is typically pursued because it’s believed the transition will enable a business to operate at a higher level—becoming more efficient, productive, innovative, and profitable.

If the change is managed incorrectly, it can become a double-edged sword, leading to a loss of productivity and poor performance from employees. Gartner indicates that just 34 percent of all organizational change initiatives are considered a “clear success,” while 50 percent are deemed to be “clear failures.” A further 16 percent yield “mixed results.”

Managers and leaders must understand their role in managing change. Here’s a look at the different types of organizational change, along with some tips you can use to handle the change management process more effectively.

What is Organizational Change?

Organizational change is the process by which a business alters key components of its strategy or operations. This may involve changes to company culture, essential technologies, organizational structure, or major initiatives and goals. Depending on the objectives you're trying to achieve, organizational change may be either continuous or intermittent.

Organizational change is typically categorized into two types: Adaptive and transformational change. Adaptive changes are small, incremental modifications that an organization undertakes to evolve over time. They can be thought of as the fine-tuning of processes and business strategies. Transformational changes, on the other hand, are larger in scope and scale, and typically involve a radical shift in direction for the business. These changes are often the result of outside forces putting pressure on the company, such as the emergence of a new competitor.

Tips for Managing Organizational Change

Below are five tips and strategies you can use to better manage change within your workplace.

1. Understand the Process of Change

No two change initiatives are the same. But the vast majority of those that are successful follow the steps of the change management process.

All change processes have a set of starting conditions (Point A) and an endpoint (Point B). The change process is everything that happens between those two points. It involves multiple steps that are typically grouped into three stages: Preparation, implementation, and follow-through. Here's what happens during each phase:

• Preparation: The change manager is focused on preparing both the organization and its employees. This involves helping the employees understand the need for the impending transition and outlining the vision and plan for achieving it.
• Implementation: The change manager is focused on executing changes in a way that is compatible with the company’s vision for the future.
• Follow-through: The change manager is focused on ensuring the change sticks and becomes embedded in the company’s culture and practices.

2. Understand the Forces of Change

To effectively manage change, managers must first grasp why it’s necessary. Without doing so, it can be difficult for you to craft a plan that addresses root concerns and pressing questions, such as:

• What pressures are driving change?
• Are they internal pressures, such as new leadership?
• Are they external pressures, such as the development of new technologies, a shift in your industry, or the emergence of a new competitor?

By understanding the precipitating factors that have made an organizational change necessary, you’ll be better suited to address those concerns.

3. Create a Plan

Once the motive for change is understood, you need to create a plan.

This plan should broadly outline the reasons for change, define its scope, outline key stakeholders, establish a team, and provide a detailed roadmap of the steps that will be required to complete the project. Having a defined strategy in place makes it easier to communicate the change to your team members and monitor progress toward key milestones and goals.

4. Communicate

When it comes to guiding your business and employees through a period of significant change, clear and focused communication is one of the most powerful tools in your arsenal. Ultimately, you must be capable of communicating change to two very distinct audiences.

The first consists of your employees and team members: These individuals need to understand the need for change, as well as how it will impact their job responsibilities. You must also recognize the importance of listening to their concerns so you can assuage any fears they may have.

“Despite realizing that change is necessary, employees are often afraid of big changes in the organization, preferring the dissatisfaction of the status quo to the risks of a new reality,” said Harvard Business School Professor David Garvin in the online course Management Essentials . “Often, the most important thing a manager can do is not identify the need for change, but provoke the momentum to begin and maintain the change.”

The second audience includes key stakeholders within the company—other members of management, the C-suite, and board members. If you’re the person proposing a change, it’s these individuals who need to be convinced it’s necessary. If they have initiated the change but charged you with overseeing the process, it’s these individuals whom you must regularly update on the status of the project.

5. Prepare for Roadblocks

No matter how thoroughly you prepare for change, everything is not always going to go according to plan. You need to be ready for a number of potential outcomes.

By doing your best to anticipate roadblocks, you can take some of the mystery out of the equation. Empower your employees to modify their behavior by removing the obstacles that prevent them from working toward change. Once those hindrances are identified, even the most complex problems can be addressed and corrected.

Learn How to Manage Change

Nobody is born with expertise in managing organizational change; it’s a skill that typically takes many years of hands-on experience to build. With this in mind, there are steps you can take to better prepare for the job.

In addition to embracing as many opportunities as possible to flex your change management muscles, pursuing professional development opportunities, such as an online course , can be an excellent way to hone your skills and become a better manager . When evaluating programs, seek those which align with your personal and professional goals. For example, if you're interested in developing your change management skills, consider a course like Management Essentials , which delves into the topic as part of its curriculum.

Do you want to improve your management skills? Explore our eight-week online course Management Essentials , and learn how you can spearhead initiatives that enable your organization to improve and innovate.

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An Agile Approach to Change Management

• Sarah Jensen Clayton

Six lessons on moving quickly under pressure.

In the wake of Covid-19, organizations are fundamentally rethinking their product and service portfolios, reinventing their supply chains, pursuing large-scale organizational restructuring and digital transformation, and rebuilding to correct systemic racism from the ground up. Traditional change management process won’t cut it. The author borrows from agile software development processes to reinvent the change management playbook.

The business world has arguably seen more disruption in the last nine months than in the last nine years, bringing new and urgent demand for change. Initiatives are being launched by the dozen, adoption can’t happen fast enough, and the stakes are higher than ever. In the midst of a Covid-induced recession, and with some industries on the brink of extinction, change isn’t about fine-tuning — it’s existential.

• Sarah Jensen Clayton is a senior partner with Korn Ferry , co-leading the firm’s culture, change, and communications capability globally. Sarah’s range of expertise includes leadership alignment, change management, culture transformation, M&A and restructuring, diversity, equity and inclusion, employee engagement and internal communication, among other things. She frequently works at the intersection of crisis management and culture transformation, helping leadership teams to recover reputation and drive behavioral change.

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Change in the Work Place Essay

Relevance of the topic, why changes don’t succeed.

The article I read was about change in the workplace and it was titled “Leading change: why transformation efforts fail.” The article was written by John P. Kotter in the march April issue of Harvard Business Review in 1995. I read about various things that make it difficult to effect change at the work place or organization. An organization may be as big as a multinational or as small as a sole proprietor’s enterprise. Change is inevitable in the present corporate world; change is required in order to keep up with the human dynamic society. Changer in the work place may occur in varied ways. It may be inform of a worker being promoted, transferred, demoted or fired, some may resign on personal choice, or due to other external factors. Chang may also be inform of change in the policies, change in the management or the product or service being provided by the company which may be accompanied or caused by technological changes.

Yearly, many firms and organizations undergo structural changes or other kinds of changes. These changes may be caused by several factors. John P. Kotter writes that in the decade 1985- 1995, he had watched hundreds of companies trying to re-brand them selves into the best competitors. In making changes some organizations normally register failure while some register success. Most companies lie between failure and success although they lie more to the failure’s side than success’ side. From this past failure important lessons can be drawn and can be used to avoid a repeat of the same in future. Various efforts can be taking in order to avoid such failures. Such measures include: creating a sense of urgency, creating an authoritative guiding coalition, developing a vision, communicating the vision, building capacity in the others to act the vision, programming and developing short term wins, consolidating improvements and developing more change and institutionalizing new methods.

Creating a sense of urgency can be skillfully and timely done through various ways such as proper examination of the markets to establish various factors such the developing trends among other factors. The companies can, the use of a task force, find out the, available opportunities, their limitations and constraints and their potentials. This finding could be useful on whether to go ahead and exploit these opportunities markets or not.

Creating an authoritative guiding coalition may involve formation of a team of competent persons to spearhead the change. The group should further be given incentives to work together as a team in order to achieve the designated goal within the time stipulated.

In development of a vision and communicating the vision it worthy noting that the vision provides the appropriate direction for the change therefore there is great need of developing strategies aimed at achieving the visions. The vision should then be communicated appropriately to employees who can further be thought about it.

Building the capacity of the staff members to take action should is by keenly eliminating the obstacles to change and getting rod of the present systems and structures that are likely to undermine the vision developed. It requires courage to undertake and embrace non traditional ideas and activities. Therefore the employees should be encouraged to take risks.

Programming and developing for predictable improvements should be done and workers who participate in the activities can be encouraged by good salaries in order to keep providing the labor and ideas.

Consolidating improvements and producing more changing requires that the new findings are incorporated by changing of the present structures and policies to soot the vision appropriately. Workers may be promoted or educated in order to fit in the new system appropriately. Some new workers may be hired too.

Institutionalizing the change ensures developing a link between the new development and the joint success and ensuring leadership development and succession.

From the method that can be used to institute change arises the reason for failure if any of the steps is not appropriately handled, for instance, not creating a sense of urgency may make the workers reluctant and thus not achieve the change required. Secondly if there is no authoritative guiding coalition and a vision which is well communicated the workers lack proper guidance and goals to achieve. Guidance and a vision helps create the sense of direction which is otherwise lacking when this two (guidance and vision) are missing. If a vision is present, then it should be communicated effectively so that each worker can understand it appropriately. Lack of communication makes change difficult.

Lack of capacity in the workforce to handle the change is also a limiting factor that stands in the way of change. Workers can’t handle something they don’t understand. They will just spoil it. Once there is no capacity to handle change, programming and developing new wins will become very hard. If the, organization manages to handle the earlier steps but does not develop new wins then the change will still fail.

Consolidation of improvements and producing more change is also another very important step which should be handled very carefully. Failure to equip workers with skills to handle this stage or employ professional’s staff to handle it may spell doom. and finally the changes made should be institutionalized to become successful. Failure to institutionalize their change may amount to failure

John P. Kotter (1995) “Leading change: why transformation efforts fail.” Harvard Business. 2008. Web.

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