Analysis: Decoding Resistance To Change

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Businesses eager to endure the test of time must transform themselves into better competitors at least once along the way. In most situations, the objective is always to handle a new, more challenging concept by rearranging the way business is run. Sometimes it ends in success, sometimes in failure. However, most end up somewhere in between the two, and usually tipping towards failure.
The author understand that ineffective transitions almost always occur during at least one of the follows eight errors that he outlines: creating urgency, establishing a powerful guiding coalition, developing a vision, communicating the vision clearly and often, removing obstacles, planning for and creating short-term wins, avoiding premature declarations of
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People need to be persuaded that the present way of the organization is not the best one to continue with in the future. You must explain why a course of action is just, especially because people do not like change. Jeffrey D. Ford explains in his article, Decoding Resistance to Change, that people under you who have to actually implement the change you seek have not necessarily internalized the change as much as you have, and you need to give them ample awareness (Ford, pg. 3).
Error 2: Not creating a Coalition for change. Avoid pride in these kind of situations. A prosperous team is based on trust between the team members and a common objective, which unites the team’s purpose. 1 Corintheans 1:10 “I appeal to you, brothers and sisters, in the name of our Lord Jesus Christ, that all of you agree with one another in what you say and that there be no divisions among you, but that you be perfectly united in mind and thought.”
Error 3: Undefined Vision. A Vision should be defined, to streamline comprehensive
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Take the time to explain to your team. It does not really matter how much time you spend talking about your goal and vision, but you must make clear that you trust in it and gain the buy-in from your group. Error 5: Non Empowerment. Enable action in the group by altering the schemes in the firm that do not allow the members to make the changes needed to accomplish the vision. Ask questions, converse with your team so that they understand this. Many do not agree with his statement, but John Tschol maeks the strong notion that “If you want to keep your customers, it is critical that you empower your employees. You must train them in the art of customer service. You must give them the authority to bend and break company rules in order to take care of your customers (Tschol, pg 2)” Error 6: No small wins. You must generate short term wins in order to prove that the new course truly works. It is not only important to focus on long term enhancements, but also to produce improvements that will show short term success. Error 7: Lack of Endurance. The next challenge is to withstand the acceleration of improvements. Keep on learning from the past in order to improvement. What went well? What went terribly? Do not relax after one short term success. Keep moving

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