Change in the Workplace Essay

723 Words Jul 6th, 2006 3 Pages
Change in the Workplace:
Understanding People in Change Reich (2000) states that change is sudden, nonlinear, and constant. Radical changes in the workplace are those changes that have a dramatic and sometimes traumatic effect on the work environment and personnel. Asking someone to take a different action than what they are used to does not mean they will want to do it. Resistance to change in the workplace means loss of productivity. As a change insurgent, it is important to get personnel to buy into change. For change to be effective, people must understand and actively participate in the process. To successfully get personnel to buy into change, the change insurgent has to accurately and effectively convey the current
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However, coercion does not motivate; it is management through fear and it does not "build a culture of action" (Webber, 2000). It is actually counterproductive because it creates adversity, cynicism, distrust, and low morale. Using rationality by itself is also ineffective. Logic and rationale does not guarantee action. Rationality should be used to support the case for change, not carry it. When making the case for change, one should maximize staff participation in the planning and execution of the change process. One should build the case for change by informing personnel of the need for change and then involving them in the process to the greatest extent possible. Discussing change as a group develops collective understanding. Participation in planning the change fosters a sense of ownership and collective problem-solving. Communicating the status and progress of change maintains a strong sense of involvement. Everyone exhibits different reactions and emotional responses to change. During change, each individual must come to grips with doing things in a new way and with her own and her co-workers' redefined roles and responsibilities. Feelings toward change may swing dramatically from enthusiasm and excitement to anxiety and despair. Some employees may fear the future and question their own ability to cope in the new environment. This typically results from unrealistic assumptions or projections. People are reluctant to let go of processes

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