Strategy for success in managing change is a key component that requires critical thinking, planning, and flexibility. A change management plan has to have a roadmap of milestones and goals along the way. The ultimate finish line has to be clearly communicated to all stakeholders that are impacted and that plan for change to achieve that goal is clearly and constantly communicated along the way. The leadership has to embrace the change first before any others in the organization will act on it. “Because change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. The leaders themselves must embrace the new approaches
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Many will simply dislike the change, will not be comfortable with the unknowns, think that the change will negatively affect them, think that their culture is being taken away, or think that the company sold them out. As staff learn of the changes, many will be anxious about what lies on the other side and “for some the uncertainty is magnified by a lack of confidence that they have the skills/capabilities needed in the post-change situation” (Palmer et all, 2009, p.163). For others, change means that there may be a negative effect on them personally such as a loss of status or authority. They believe that the change will take something away from them. Some staff may simply not want to adapt to the change and resist to change ‘the way we have always done things around her’ because it is what they always known. While other staff believes that the change is a breach or violation of reciprocal contract between the employer and employee (Palmer et all, 2009, p. 165). These employees think that because they have always been there for the company or have long time tenure, that the company owes it to them to keep the employee’s duties and responsibilities the same. They don’t expect changes to be handed down to them without them being asked first if they would like
Many will simply dislike the change, will not be comfortable with the unknowns, think that the change will negatively affect them, think that their culture is being taken away, or think that the company sold them out. As staff learn of the changes, many will be anxious about what lies on the other side and “for some the uncertainty is magnified by a lack of confidence that they have the skills/capabilities needed in the post-change situation” (Palmer et all, 2009, p.163). For others, change means that there may be a negative effect on them personally such as a loss of status or authority. They believe that the change will take something away from them. Some staff may simply not want to adapt to the change and resist to change ‘the way we have always done things around her’ because it is what they always known. While other staff believes that the change is a breach or violation of reciprocal contract between the employer and employee (Palmer et all, 2009, p. 165). These employees think that because they have always been there for the company or have long time tenure, that the company owes it to them to keep the employee’s duties and responsibilities the same. They don’t expect changes to be handed down to them without them being asked first if they would like