Detour from the status quo creates friction

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Reference no: EM132186446

It is natural for people to resist change, any detour from the status quo creates friction. Whether the company is international, intranational, regional or small local business the reaction to change is constant; some resistance. Therefore, a large-scale change (transformational/second order) will assuredly encounter a modicum of resistance. For a change to be successful and sustainable all participants must come to an agreement, that is management and workers. To begin, even before the change is announced to the company, the directors and/or management should be on board with the change, there must be a united front. So, the first step is getting management to understand the need for change, what will be changed and how the change will be implemented and sustained. The next step is communicating the change to stakeholders. If the company is international, intranational or regional, the President should be the person that first announces the change. This would of course be achieved through some sort of internet face2face connection. When the president completes his message, the managers will then come and explain further. This will be a very important component of the beginnings of a change. It is important that stakeholders see management’s support of the change. Communication is the key to change. Management must carefully and thoroughly explain what will change, why the change is needed and how change will be implemented. Management will also be responsible for alleviating stakeholder’s fears (WIIFM) What’s in it For Me, (WIIFT) What’s in it For Them and (WAMI) What’s Against My Interest. Change within local or small businesses will use same template only difference is initial announcement is more personalized, possibly a company meeting or some sort of social gathering and the president is present and can explain changes more fully. However, management still need to be on same page and be able to answer all questions posed to them after meeting. This is how I would start a large-scale change.

Reference no: EM132186446

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