LCO_Week_12_Discussion_Reply

Post 1

When it comes to organizational change, it takes a lot of struggle to adapt or face it due to environmental, political pressure and global economic change. Such changes may be perceived negatively or positively depending on the aspect of the change introduced (Thomas, Scott & Robert, 2018). Organization change focuses on the stages of the way companies evolve; it may be short-term or long-term. Changes happen due to something wrong and it needs to be changed. One of the major questions asked when it comes to organizational changes is how to overcome resistance to change, most especially when you are told ‘you cannot’.

Resistances need to be tabled, understood and managed to bring about the solution (Thomas et.al, 2018). When you come across certain questions to changes such as; it’s not going to work, the current situation has been running for years and this is not needed, then you are dealing with resistance changes. Those questions are asked most specifically to leadership change and culture change to an organization and leadership and cultural resistance are like to occur. The types of resistance someone face reflect the organization's leadership or culture and can be so delicate. Resistance can be managed by not taking resistance personal because it is not about you (Thomas et. al, 2018). Another approach is surfacing or facing resistance early enough before the project begins and communicate about the change you are bringing to allow individuals to express their feelings and thoughts.

Transition theory is one of the change leadership theories that will be helpful because of its importance to the leader and the led. It deals with transition and relationship to achieve mutual benefit whereby the leader dispenses favor in the form of tangible and intangible rewards to get commitments, loyalty, and compliance in return.

Post 2

One key element of overcoming the resistance to change is identifying employees that are resistant. Susan M. Heathfield suggest that spotting employees that are resistant to change requires a leader to listen for the gossip and observe the actions of their employees (2018, pg. 1). Susan has identified several elements to help leaders identify the resistant employee. She states the employee will miss meetings related to the change, submit late assignments, purposely forget commitments, and become an absentee employee (2018, pg. 1). These are clear signs that leaders should work to minimize the resistance to change.

If an organization is a place of trust, Susan suggests that the communication becomes transparent, so the employees can engage creating positive interpersonal relationship. Open discussion helps the employee become involved and makes clear why change is needed and necessary. Open communication is vital to any change especially if employees are resistant. As leaders can observe, resisting change can be completely personal and have nothing to do with the business environment but most always will happen. Lawrence, unlike Susan, suggest that we do more than communicate the change but allow the employees to be involved “participate” in making the change (1969, pg. 1).

Participation in change can certainly help with not having so much resistance. However, participation can and will slow down the change delivery.Bottom of Form