This is a response to Samson’s blog:\u00a0https:\/\/create.twu.ca\/chiefanalyzerofthings\/2018\/11\/23\/the-difficulty-in-organizational-change\/<\/p>\n
Thank you for responding to both me and Palak and your blog has synthesized our ideas together. I agree with your\u00a0analysis people are motivated differently, and it would be impractical to find out each one’s real needs.<\/p>\n
However, I believe most of the organizational changes can be managed if leaders have been careful enough to the staff’s feelings and kept offering supportive plans and remedies during changes. Although people have various motivations, they have to react to and adapt to changes eventually when the changes happen on the organizational level. Just like the upgrading information system mentioned in Samson’s post, these types of organizational change, responding to the new era and VUCA world (Ungerer, Ungerer, & Herholdt, 2016), are strategic steps for the organizations to be competitive. The staff, hence, will experience the change and get through the five stages regardless of their motivations and positions.<\/p>\n
Similarly, we have implemented a new training system for all the staff in the organization earlier this year. All the staff\u00a0could watch training videos or powerpoints online in the training system, \u00a0also some training courses and exams are available in the system. We did run into the resistance from different management levels. To facilitate the change\u00a0successfully<\/span>, our team came up with an implementing plan after analyzing and evaluating the resistance. The first step, we worked on getting\u00a0all managers on board using the new training system. They gained the feeling of undergoing the new change and the capacity to be emphatic to the staff. The second step, the managers took the lead to use the training system, and it turned out everything worked well especially when leaders were taking authoritative and coercive leadership style. The third step, we gathered feedback from employees to improve the system and evaluate their wills towards the system. \u00a0 I found out there might be differences according to the nature of the change and the staff\u2018s individualities, generally, everyone has to go through the five levels of change readiness. Based on this idea, I think Samson’s presumption “we have to caution in attempting to oversimplify a highly complex initiative with many variables and possible outcomes” (Wong, 2018, para 3) should be the next step on leaders’ strategic plan.<\/p>\n References<\/p>\n Ungerer, M., Ungerer, G., & Herholdt, J. (2016). Navigating strategic possibilities\u202f: Strategy formulation and execution practices to flourish.<\/em> Randburg: KR Publishing.<\/p>\n Wong, S. (2018, November 23).\u00a0The Difficulty in Organizational Change\u00a0[web log comment]. Retrieved from\u00a0https:\/\/create.twu.ca\/chiefanalyzerofthings\/2018\/11\/23\/the-difficulty-in-organizational-change\/<\/p>\n","protected":false},"excerpt":{"rendered":" This is a response to Samson’s blog:\u00a0https:\/\/create.twu.ca\/chiefanalyzerofthings\/2018\/11\/23\/the-difficulty-in-organizational-change\/ Thank you for responding to both me and Palak and your blog has synthesized our ideas together. I agree with your\u00a0analysis people are motivated differently, and it would be impractical to find out each one’s real needs. However, I believe most of the organizational changes can be managed … <\/p>\n