Change is a process that is not easy for everyone to carry out. The old familiar provides certainty which is often a basis for continuing in the same way. But if things change around that, it is often necessary to go along with such a process. Change is then a must so as not to get stuck in the old familiar or not to miss new opportunities. Implementing changes in a company requires a lot of tact and good communication between managers and subordinates.
Aspects of change processes
A number of aspects play a role in a change process, such as:
- The immediate cause.
- The need for change.
- The purpose of the change.
- Guidance by the change agent.
- Approach to change process.
- Achieving desired result.
Change management
Change within an organization usually concerns either the structure of the organization or the working method and in a number of cases the combination of the two. But change often meets resistance. This resistance has a number of emotional aspects that a change agent can try to influence, manipulate, manage, lead or direct. The execution of those actions by the change agent is also called change management.
Changes in company interests
Changes are not always directly in the interests of the employees, but they do help the company move forward, which ultimately benefits the employees. Often, future opportunities increase by implementing changes with favorable prospects for employees. As such, changes are an important part of the overall corporate vision.
Planned and spontaneous change processes
A change process can be planned in two ways, namely with a design model and a development model. In the design model, all steps are accurately determined in advance and can be checked during the process. The development model is based on the ingenuity of the employees and the flexibility of the company. With this model, the steps are gradually determined to achieve the predetermined end goal. In addition to planned processes, there are also spontaneous change processes. The changes are not controlled but arise naturally within the organization.
Implementing changes and resistance
A very important facet when implementing changes is communication. If there is no good contact between the manager and the subordinates, any resistance to change does not necessarily have to be aimed at change. There may be other issues that hinder the change process. Another cause of resistance is that employees do not like the change and that the manager has not sufficiently convinced them of the necessity. In those cases it is important that the manager asks himself where exactly the problem lies. Taking this into little or no account and dismissing it as unimportant or irrelevant will never yield the desired result.
Dealing with feelings
Implementing changes initially requires moving along with the resistance by entering into discussions and listening carefully to the problems. These problems must be taken seriously and, if possible, eliminated. Feelings are regarded as facts.
Take time to implement changes
If employees do not like the changes, this is often due to the goals not being clear or not being able to translate the changes to their own situation. Fear can also arise because an employee is afraid that he or she will not be able to meet the new requirements and therefore prefers to stick with the old one. The pace of change may be too fast for some. Give them time as a manager and obstacles will often disappear automatically.
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- Changes within an organization