Change Adoption
Change entails making something different. A change administration strategy tends to describe the various ways in which companies addresses changes in their inventory requirements, project scope, scheduling or supply chain. The main reason for coming up with a formal strategy is ensuring that negative effects associated with change have been mitigated.
Strengths for Change Adoption
There are numerous strengths associated with Change Adoption. Firstly, the company remains competitive. In most cases, if a firm gracefully adopts a change when a rough economic situation hits the businesses, the company will manage to remain profitable despite the challenges. This is unlike the organizations that fail to have a strategy to fall back on. Therefore, it is important to have a change strategy because you will recognize the kind of support that the workers need to remain motivated during the process.
Secondly, change adoption allows one to evaluate one’s resources. This is because; the organization will have to ensure that there are adequate resources to meet the changes. In addition, the changes are expected to improve productivity and make work easier for the employees hence boosting their morale. For instance, a new resource can be the adoption of a new technology or hiring new stuff to reduce the employee’s workload or stress.
Challenges for Change Adoption
One of the main challenges for change adoption is a reticent attitude by the employees who might be against the change. This may result in high turnover levels as some might feel the change has a negative impact on their performance and morale. However, to mitigate this limitation, the employer must remain positive and offer the workers extra support why explaining to them why the change is important.
Issues Relevant to Leadership Managing Change
There are three important skills that leaders must possess in order to manage change. Firstly, there is communicative. Leaders must explain the purpose of the changes to the employees as well as connect the changes to the company’s values. Secondly, the leaders must be collaborative. They should have the ability to bring individuals together in planning and executing the changes. For instance, the leaders should include them in the decision making process. Thirdly, leaders should commit. Such leaders should make sure that their behaviors and values support organizational changes. Leaders who successfully negotiate for change are persistent and resilient.
Understanding of DISC Assessment and how it can be integrated into Change Leadership
Disk theory divides behavioural styles into 4 different categories. Firstly, there is decision. Individuals in this change make fast decisions and agree on the changes easily. They are also happy to adopt the change with the intention of achieving a certain goal. However, such individuals are impatient to receive all the details of the plan. Secondly, there is initiative. Such individuals are optimistic about the change and adopt the changes early. They even initiate dialogue in meetings. However, the challenge is to ensure they remain focused during the execution of the plan because they are excited in venturing into something new. Thirdly, there is stability. Such individuals are fond of status quo and a steady environment that is calm and predictable. This should be the staff that must be most appreciated because they end up being the advocates for the plan after understanding the logic behind the change. Lastly, there is cautious. They have great analytical skills and are excellent in knowing the specific details behind procedures and protocols.
Creating Organization Readiness for Change
One way for making organizational readiness for change is by holding a business meeting. The readiness should ensure that there is a collective desire by the workers for the proposed change; the existing systems should be able to accommodate change (Smith, 2015). The meeting should come up with both short term and long term goals and a proactive training to help the employees accommodate the change
Pulse Survey to Measure Employee Satisfaction
- Have the major executives clearly supported the project? YES or NO
- The sponsor of the project has demonstrated a clear commitment in ensuring change? Yes or NO
- Is it clear of the actions that you must undertake to make the project a success? YES or NO
References
Smith C (2015). Creating Organizational Readiness for Change. Retrieved from https://change.walktime.com/creating-organizational-readiness-for-change