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How different individuals react differently to the change process, why the differences occur and the way that they affect the resulting changes

Different individuals react differently to the change process. Some people like things to remain stable; the way they have always been (Creasey & Hiatt, 2003). Others like, and are constantly looking for different and new things. Basically, individuals respond to change in four ways. Some individuals known as eager beaver embrace change rather easily. They are in possession of skills, which enable them to make change easily, and in the right way. They enthusiastically respond to change and are import to the organization’s adaptation to change.

The tentative individuals are nervous to change and are always cautious about adapting to change, since they know that they will have to acquire new skills so as to adapt to the change. The recalcitrants are individuals who despite having the needed skills to change will always have a negative attitude towards the change and feel threatened by it. The psychologically challenged individuals greatly fear change to the extent that they have to be professionally counseled for them to make the necessary change.

When the individuals’ likes are different from the situation that they find themselves in, they may be:

· Stressed.

· Strongly dissatisfied.

· Become resistant to the change.

· Experience strong emotions.

· Lose their ability to judge rationally.

· Develop a negative attitude towards their counterparts who prefer what they don’t.

The individuals usually resist the situation, which they do not like. The differences occur since individuals have different behavior and style.

The leaders’ role in the change process and reaction to change

The leader should communicate, participate and support his or her team during the changing process. The leader should adopt a variety of methods in an effort to successfully initiate change. The leader may participate in surveys to find out the employee opinion concerning the change, contribute improvement ideas to the other leaders and employees and being a proactive in briefing the team or organization members, brainstorming ideas and participating in discussions.

The leader should advocate for the change in their capacity. They should sponsor the change and maintain the others towards the change. They should use their capacity to influence the change. They should also act as role model and therefore willing to go first for the change. They should demonstrate the behaviors and attitudes, which are expected for the rest. That is due to the fact that the other employees watch towards their leaders to identify the consistency between change words and actions. They thereafter believe that the change will take effect, from seeing the leaders’ actions.

The leader should also make decisions concerning the change. That is because they have the power to give a go ahead or to refuse the change. They should therefore choose the option, which supports the change. The leader could be at the forefront in motivation the rest to change. They should make people aware of the need to change. They should also show their commitment towards the change and getting the results. They should enforce the people to change by talking them from their comfort zones. They should clarify the roles, which they should fulfill in the different areas.

Helping overcome resistance to change by the subordinates and peers

To overcome resistance to change, a way should be created to communicate with the employees concerning the change initiative (Great Britain & Great Britain, 2011). They should perhaps be regularly updated at the meetings. The new strategies should be made known to the groups. Each group member should be made to understand how the change will make their job easier and better. The goal of the new change to be embraced should be understood by each of the organization’s members.

The team members from each group should then be invited to participate in seminars, which will make them aware of the new strategy to be adapted. Change agents from each group should then be selected for effective planning and implementation. The individuals should be vocal and also come from the rest of the employees and not the management.

A final report should then be prepared for the departments and individuals who are involved in the new strategy to be adapted. The report should be tailored to suite the departmental or organizational goal. Reports on performance should be regularly reported and good performers who meet the set goals should be rewarded.

Bringing appropriate change in the current position

To help bring an appropriate change in an organization, a sense of urgency on the need for change should first be created. That will ignite the necessary motivation needed to initially move things. The potential threats or difficult scenarios that could happen in future could be identified. The opportunities, which could be exploited, should be examined. Open discussions with the peers that will ignite talking and thinking about the issues should then ensue. A request will then be made for the stakeholders to support the argument.

A powerful coalition will then be made to convince people that the change is necessary. That will be by identifying the true leaders within the organization and among the stakeholders. The people will then be asked for support and to work as a team. The weak areas in the team will be identified to ensure that the entire team is a good one.

A vision for change will then be created by: Determining of the values which are central to change, developing a summary which captures what is seen to be the future of the organization, creating a strategy to execute the vision, ensuring that the change team can easily describe the vision and practicing the vision speech (Paton & McCalman, 2008).The vision will then be communicated, the obstacles removed, short term-wins created, build on the changes and instill them on the corporate culture.

References

Creasey, T. J., & Hiatt, J. M. (2003). Change management: The people side of change. Madison, Wis: Prosci Learning Center Publications.

Great Britain., & Great Britain. (2011). Behaviour change: 2nd report of session 2010-12 : report. London: Stationery Office.

Paton, R. A., & McCalman, J. (2008). Change Management: A Guide to Effective Implementation. London: Sage Publications.