\u201cWho moved my Cheese?\u201d<\/p>\n
Thank you HC1 for your response to our post.\u00a0 When dealing with resistance to change there can be a number of factors.\u00a0 Some of these factors are; lack of open communication, lack of knowledge, lack of support, and some simply not willing to do so due to rigidity.\u00a0 I also work for Fraser health and often times I have witnessed lack open communication builds resistance.\u00a0 For the changes I have seen in Fraser health, there has always been education around the change provided to employees.\u00a0 For example; when new tools are implemented, staff are provided in-services on how to utilize these tools, whether online or paper.\u00a0 Often times there are a point person appointed to help the rest of the team, if all members are not able to attend due to shift work, or cost purpose.\u00a0 So I don\u2019t think knowledge is just the only factor here.\u00a0 I believe ongoing support from leadership is necessary.\u00a0 \u201cManagement can take concrete steps to deal constructively with these staff attitudes. The steps include emphasizing new standards of performance for staff specialists and encouraging them to think in different ways, as well as making use of the fact that signs of resistance can serve as a practical warning signal in directing and timing technological changes\u201d(Lawrence, 2014).\u00a0 A big way to help those resistive to change is to support and guide them through.\u00a0 Despite, education and knowledge, some still may not agree with change. In these cases, having the resources available and management availability to facilitate change goes a long way.\u00a0 Perhaps change talk as mentioned by Lepsinger can be an essential piece. \u201cChange talk techniques include identifying the behaviour the person or team needs to change, \u201c(Lepsinger, 2010, p.157).<\/p>\n
\u201cDon\u2019t Just Focus on Senior Leaders\u2026Involved middle managers and keep them engaged.\u201d<\/p>\n
The HC1 team provided some very good insights into the complex relationship of middle managers\/leaders and their staff, including the tension of union environments and the nature of middle managers being stuck between senior management and frontline staff.\u00a0 Indeed, many people who work in a union environment often sense the tension between the employers, who is represented by managers, versus the union, who are represented by staff members.\u00a0 One of the ways of resolving this tension is by managers using authentic leadership when dealing with middle managers and staff members.\u00a0 Authentic leadership means that leaders treat employees authentically, are consistent between their values and actions and work together with the employees for the benefit of the organization (Hsieh, C.C., & Wang, D.S., 2015).\u00a0 This will positively affect employee attitudes, behaviour as well as engagement (Hsieh & Wang, 2015).<\/p>\n
Because of the very nature of middle managers being stuck between stakeholders and frontline staff members, it is more the reason to engage with middle managers during a change initiative.\u00a0 Middle managers in their unique situation often have many valuable insights into the atmosphere of current frontline staff as well as the senior manager\u2019s directive and challenges.\u00a0 Middle managers act as a bridge between the two groups and often able to find common ground.\u00a0 The engagement of middle managers proves to be invaluable during change initiatives because of the middle manager\u2019s position in the organization.<\/p>\n
Take aggressive actions to avoid commitment dip<\/p>\n
We agree that it is crucial to make progression a learning process but what good will comes out of learning if a leader is not quick enough to apply that information for the advancement of the organization.<\/p>\n
Seventeen percent of executives attending a Strategic Leader Program said that they face the challenge of gaining commitment to their ideas and their success requires the engagement efforts of their team members (Hughes, 2014, p. 123). Whether directly or not, the leader always sets an example of what the organization expects from its employees so it becomes their duty to ensure commitment. The idea of change is not enough, finding collective meaning and commitment and redefining resistance by taking necessary actions to instil motivation and transforming the culture changing values and the way people work together to achieve it is the way to attain everlasting changes (Fullan, 2002, p. 17)<\/p>\n
Stay focused for the first three months<\/p>\n
Thank you for your thoughts on this HC1. It is very true about developing a habit which takes at least 2 months; however, this happens only when you take small steps each day. In fact, to stay focused for the first 3 months does not necessarily mean developing a habit; it simply means to stay adamant on your decision and not forget it. Moreover, the development of any project or process (change) depends on the response in initial months.<\/p>\n
Also, team HC1 presented an example of international students coming to Canada and going back if they cannot adopt the change. I believe, this phenomenon is personal; besides, this might not be comparable to organizational or workplace policy change. Immigrating to a different country brings change into an individual\u2019s life and does not affect people around; whereas, policy change in the organization is more of a collective effort (Weiner, 2009). For this collective effort to be successful, there needs to be a behaviour change (para 3).<\/p>\n
Reminders can be frustrating only when it is framed or written in a particular way. Friendly reminders are meant for motivation. For example; instead of saying, \u201cdon\u2019t forget to complete the presentation\u201d, one may say \u201clooking forward to another dynamic presentation of yours\u201d. Many of us have inspirational quotes or pictures in their room; it motivates us and reminds us of our goal.<\/p>\n
Conclusive Statement<\/p>\n
Change is not an easy process.\u00a0 There are various factors involved, whether its resistance, communication via the middle manager, commitment or motivation to change.\u00a0 Change requires ongoing support towards each other within the team.\u00a0 In order to facilitate change, senior management and frontline staff must have an open and honest line of communication.\u00a0 Resistance may be unavoidable; however, with resources and support from one another this can be minimized.\u00a0 Building a trusting relationship between each other and taking the opportunity to understand feeling and emotions during change is crucial.\u00a0 \u201cEmpathy is a way of showing you understand what others think and how they feel about change\u201d(Lepsinger, 2010, p. 158).\u00a0 Overall change becomes easier when compassion is shown by each other during this stressful process.<\/p>\n
References:<\/p>\n
Fullan, M., (2002). The Change. Retrieved November 6, 2018 from<\/p>\n