The administrative staff at my job was recently tasked with implementing and updating new policies and procedures for our company handbook. My company has been in business for over twenty-five years and many of its procedures were out dated and not aligned with current times. Our administrative team met bi-weekly to brainstorm on ideas to implement and update the company procedures. The text refers to such a group as the Transition Management Team; a team that leads the efforts of change management for the company. The team is often assembled by the president of the company to manage the change initiative. Once the goals are reached the team disbands. The first issue addressed in our ...view middle of the document...
The group hoped to minimize resistance from other staff members once the change was implemented. As we progressed through the process we utilized several theories we discussed in class such as:
New realities – New realities create value tensions; new realities require us to give up, change or our values; which often lead us to change our priorities and behaviors (Beerel, 2007, p. 11). Our values are what makes us unique and are a huge part of our belief system. It is the core of who we are and what we believe in. When new realities are introduced, we must be willing to change our ideas, our beliefs and even our core values. New realities and remaining relevant in our industry goes hand in hand. As new realities arise it forces us to make changes. As a group, we had to reposition ourselves as a company and allow the newer and younger staff to introduce fresh new ideas. It was necessary for our company to adapt to the changes or remain stagnated.
* Not acting different but being different
* New realities provide learning opportunities
* Organizations willing to continue to learn will survive in the long run.
Leadership – The roles of leaders is to keep the organization relevant by remaining in tune with new realities(Bereel, 2009).
The most successful change leader is the systemic leader who is alert to new realities from external environment. They ensure that the organization remains an open system and the change is in response to new realties. As such, we as a group approached the change with a systemic leadership approach. We quickly identified our new realities and were able to recognize signals of distress within the company. We were constantly re-evaluating our beliefs and encouraged critical thinking within the group. We created our goals as a result of the feedback we received from the environment.
Change – When addressing change, the goal is to manage it properly in order to minimize resistance. We evaluated the impact on change in Leadership and Change Management and learned that we must manage the entire process not just pieces.
Therefore, our task as a group was to stay focused on the main goal and not get lost in minor details. Change can be difficult to process, so we worked very hard at keeping the staff informed of our ideas as we labored through the process. Also, many of the upper level of staff who were less accepting of change did put up some resistance.
Many were not familiar with current trends in technology and how it could be utilized to promote our company; as such many were not interested in social media. As opposed to the younger employees we felt that social media would give our company more visibility and the recognition necessary to be successful. As Bereel(2009) explained managers opposed to change were:
* Reluctant to embrace the new reality
* Unclear of how to conduct business in the virtual world