The ultimate goal of organizational change and development is to provide a consistent method to follow when change that have significant impact in the business are required to maintain and improve the production environment on a daily basis. The approach helps to identify groups and personnel that must be involved in the change process as well as their responsibilities. Effective management helps to define the artifacts to be used and establishes policies on how change in question is to be implemented. The management also takes into account, the consideration and essence of effective communication of the change to the targeted employee working within the company.
Change happens when an organization changes its overall strategy with hope that the new approach will help steer the organization up the ladder of success. Change can also occur when an organization decides to remove a major section or practice of its business culture or completely change the nature of its operation. CEOs, Managers and top leaders in the organization are always at the forefront to make the necessary efforts to implement successful and significant changes. Some of these top-level leaders are good at identifying and implementing changes, while others always try, struggle, face employee resistance to change and new developments and fail eventually.
Resistance to change is the only terrible setback why change can never happen. More often than not, top-level leaders do not make employees understand the need for change hence the high level of resistance. Resistance to change can come from almost every employee, including the most loyal ones in your organization. If they are not comfortable with the proposed developments and change, they will definitely resists and there are good reasons why. Most leaders fail to bring out the essence of change, its importance and its effect to the general lifeblood of the business hence the resistance from even the most loyal employee the business may have had for years.
Change and development should be undertaken with the purpose of improving the whole or part of the organization, not to instill job insecurities and uncertainties among employees. The main goal should be to improve the work environment, train employees to adapt to the new work environment and focus on training them effectively so that they remain productive in the organization and make the business a success not only within its surrounding but also around and beyond its settings. The change and development must be communicated beforehand so that employees are aware of the developments that are schedule to take place, making them ready to prepare for the transition.
CEOs and to- level management should understand that change and development is about the entire organization and that includes every person related to the organization. For instance, if employees are left out in the decision making process regarding the change and the new development that is to happen soon, it is highly likely that the majority will pose resistance because they are uncertain of the unknown. Understanding that employees are part of the change is the first step to managing disappointments, failure and resistance to the change. When employees take part in the change and development process, they become aware of the situation and will be willing to offer their support if the new development is for the good of the organization.
There are five different approached for Managing Organizational Change and Development. These elements include motivating change, creating vision, developing political support, managing the transition and sustaining the momentum. The five elements play the major role in change and development management within an organization. They should therefore be observed for successful implementation of change and new developments.
Managing Organizational Change and Development
This can be considered the topmost process in the entire lifecycle of change and development. This element considers two processes and they include creating readiness for change and development and overcoming employee resistance to the same. Creating readiness for change involves sensitizing the organization to pressure for change for the good reason of improving the productivity of the organization and making it a better workplace for the employees. Creating a readiness for change helps to identify the gaps between desires and actual state. It should therefore convey positive expectation of the change.
The next part of this element is managing the resistance to change and development. To manage resistance effectively, the CEOs and top-level management group should involve all the members within the organization in planning and decision making, communicate about the change and provide empathy and the required support that will help every member to adapt to the change with ease.
Creating a vision
The best way to start creating a vision is to discover and describe the core ideologies of the organization. The values should provide information to members on what is important in the organization and the reason for the existence of the organization. The next step is to construct the envisioned future; the bold and value outcomes and the desired future state.
Developing political support
You have to assess the power of the change when it comes to developing political support. Proceed to identifying the key stakeholders and then understand how you are going to influence the event of change.
Managing the transition
Change and development Management must include a section that will help in managing the transition. There must be a structure that outlines activity planning, commitment planning and general management to the transition. It must be a slow process because change and development can never be implemented overnight. Therefore, identify the roadmaps for change and state the reason why prefer following that path.
You should also know whose support you need and where the people whose support is required stand. Come up with an effective strategy that will influence their behavior in a positive manner, so that they support change instead of showing resistance to the change. When it comes to management structure, identify the most suitable arrangement of people and the power that will help to drive change.
Sustaining the momentum
Provide resources for change build a suitable support system for change agents. Develop new competencies and skills that can help to reinforce new behavior in the organization.Sustaining the momentum is the last thing you need to consider when it comes to Managing Organizational Change and Development.
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