full Re-write 500 words minimum

ORGANIC CHANGE

CREATING CHANGE IN THE WORKPLACE

Creating Change in the Workplace

When it comes to one's job, an individual wants to enjoy working for the organization. This, too, is the goal of the organization for all its employees. Why, then do so many fall into mundane routines, coming into a pit of despair each workday and struggling to find useful purpose in the work? More importantly, what are some ways in which the organization can help the employees create positive change in that environment? What would motivate the employees to even participate in a company-wide effort for change? This paper intends to discuss some effective ways of creating a foundation for change at work, and to discuss some benchmarks that can be used to mark the progress of such change.

Falling into negative attitudes and routines at work is something that does not occur overnight; it happens gradually. Therefore, it will be a gradual process to get back to healthy, positive days of working. One study examined “the ways in which learning itself is a form of organizational change and, as such, supports organizational readiness for change” (Schultz 2013). This article, published by the Canadian Journal of University Continuing Education, asserts that “Change, even largescale change, driven by technological necessity, may require other leadership strategies. Participants in this study clearly and consistently identified publicly “supportive” leadership and the ability to resolve “unresolved questions” as one of the keys to the overall success of the project” (Schultz 2013). Therefore, for many employees in many companies, change starts with supportive and educated leaders. Some companies find it is beneficial to create a change management team, which would oversee programs for change and progress that everyone is making with the project. “A strong change management team” as well as “Calming fears” were big factors in whether a plan for change has a likelihood of being successful (Schultz 2013). This makes perfect sense because nearly everybody is afraid of large-scale change, even if they try to embrace it. Why would fears be any calmer at work? If anything, there is a greater need for supportive people and a nurturing of growth in an organization, as opposed to (experiencing a change) in one's home, for instance.

When it comes to creating change, another necessity is monitoring progress. This can be done in a variety of ways. The benchmarks set will depend on the organization and its goals. For example, one study which examined LGBT equity in one workplace reported that “successful ERGs (employee resource groups) have specific benchmarks at each goal level and move among them flexibly, based on current needs and opportunities” (Greene 2000). Another source “identifies a number of care practice benchmarks that facilities can address in an effort to make their setting more homelike and work within the realm of the culture change paradigm” (Jurkowski 2013). This book also reads that “an environment that challenges one’s ability to problem solve and identify new strategies to meet one’s functional needs” is most conducive to one's overall wellness, so changing the environment into one like this, for example, might be a benchmark (Jurkowski 2013). Perhaps a reward or incentive would be put into place, and that would be a start for positive change.

Change must occur in life, at home, and it must occur in the workplace. Things get overwhelming, stressful or mundane even at work, so companies should organize employee resource groups or action plans for change. They should set benchmarks for progress, and incentives should be placed as positive reinforcement. This will surely foster a positive and healthy change in the organization.

References

Greene, B. (2000). Education, research, and practice in lesbian, gay, bisexual, and transgendered psychology: A resource manual. Thousand Oaks: Sage Publ.

Jurkowski, E. T. (2013). Implementing culture change in long-term care: Benchmarks and strategies for management and practice. New York: Springer.

Schultz, C. (2014). Learning Is Change: Creating an environment for sustainable organizational change in continuing and higher education. Canadian Journal of University Continuing Education, 40(1).