At the medical clinic where I work, there are a few of my co-workers
that are upset about a new MHS Genesis software program that will
be taking over our current system. Change is essential for growth,
but I think the resistance comes from not knowing how to navigate
and the current system works for the tasks required. However, the
new system will include more features such as reports, cross-
functional communication, less errors and full medical history for the
patients. Organizations need to adapt to the markets changing needs
and managers/supervisors can help to prepare for these changes by
listening to concerns and explaining the benefits.
Based on the change management skills covered in this course, I
would not have used a different approach. Team leaders have a very
important role when implementing change in an organization and
communication is key. Being transparent and honest builds trust in
the manager and the organization through inclusion and
understanding. This also helps to reduce resistance to change.
The change management skills that I found most relevant to my
personal and professional life are to be able to listen and understand
the needs of the stakeholders and to be able to communicate
effectively. Have good problem-solving skills. As a leader, there are
multiple types of issues that can happen daily such as technical,
inter-personal and performance based problems; it is up to a good
leader to have the characteristics and experience to be able to
remedy these issues or be able to network and find the information
to help solve the problem for the stakeholder or the organization.
The team leader’s skills helps to deplete resistance and improve
performance innovations.
Congratulations class, we made it! Thank you professor for helping
me to better understand organizational change, change management
and ways to prepare and manage my business for change.
References:
Kalenda, M, Hyna, P, Rossi, B. Scaling agile in large organizations:
Practices, challenges, and success factors. J Softw Evol
Proc. 2018; 30:e1954. https://doi.org/10.1002/smr.1954
