Change is a new process of transforming the organization's objectives and procedures to achieve the desired end state. All changes are relatively rejected because they are threatening the accustomed way of doing things by individuals or groups. Therefore, for change to be successfully implemented within the structures of an organization the management of the organization must see the change in the form of people and tasks. People actions are implemented to bar the adverse effects likely to arise as a result of misinformation and misinterpretation of the change process and somewhat ease people to the new reality that comes with the change process. According to Lussier and Achua, (2013), the following are some of the strategies implemented at the people's phase of minimizing resistance to change:
- Implementing techniques that will help in informing the people and adequately preparing for the necessary adjustments that will result from the change during both the beginning to the end and even of the change.
- Empowering both the affected and not affected parties to implement the change. Therefore, giving them a say in the change process.
- Avoiding micromanagement of the situation. The latter is essential as micromanagement of the change process means limiting any third party involvement in the process yet they are affected. A scenario that is likely to cause consideration of the process by the affected parties to be a threat to the processes they are used to.
- Making it a priority to sufficient staff the change and fund it for it to be well driven for the beginning top end.
- Communicating effectively and emphasize the urgency of the change to take place to stress its importance.
- Commitment and dedication to the change process must also come from the individuals or groups responsible for implementing the change process. The latter will spread a belief to the other that the change is a necessary part of the day to day activities of the organization to commence.
- Task-based actions, on the other hand, entail the implementation of strategies within the organizational structure meant to elicit support for the change and a positive response towards the change. The following are some of the task-based leadership strategies that can be implemented to change resistance;
- Creating a supporters coalition both within and outside the scope of the organization. This support ensures the capitalization external and internal of negative influence by is minimized.
- Ensuring the primary positions in the organization are occupied by the people who believe in the change and are capable of handling the responsibilities that come with the assigned positions.
- Aligning the infrastructure, services, and the overall structure of the organization with the formulated strategies and objectives vital for achieving the desired end-state of the change process.
- Supporting the implementation phase of the change using qualified personnel. The qualification of the personnel at this phase is vital as the will determine the success or failure of the entire process.
- The management appreciating the contributions made by others towards the change and rewarding them. Both monetary and non-monetary rewards inform the rewarded individuals that their actions are known and appreciated.
All the mentioned factors affect the structural, policies and processes relating to change thus helping leadership in attaining the five P's of change (people, purpose, priorities, proof and process) by satisfying the mandatory requirements for successfully implementing the change process.
Lussier, R. N., & Achua, C. F. (2013). Leadership: Theory, application, & skill development. South Western, Cengage Learning.
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