Defining Organizational Change Management

Defining organizational change management

INTRODUCTION

Organizations constantly deal with a changing environment, between customers and their demands, market conditions, technology, and input costs. Therefore, companies try to look for a balance and adapt. The changes can be good or bad, but on many occasions they are necessary, and are accompanied by: uncertainty, power games, etc.

The ideal is to know how to manage them, through: communication, involve the team in decision -making, minimize uncertainty, celebrate the successes for the goals, give how many times the explanations of the reasons why it is decided to change, be transparent(To avoid bad thoughts), etc. In the following report we will develop the concept of organizational change, its stages, and ways to manage it.

DEVELOPING

In the first place, understanding change, whether personal, organizational, or group, implies taking into account the following:

1. Know where we generate change, understand its need, accept what we have and what we lack.

two. Where we want to build the change, project the future, have vision.

3. Among those we say to star in change, take into account the visions of all members of the process, that there are diversity of knowledge and ideas.

4. Explore, be curious and accept transformations. Uncertainty and risks are part of the process and are necessary, since we have nothing guaranteed.

5. Have patience.

6.

Perseverance: stay constant in something that has already begun despite the situation becoming complicated.

The stages of change are three:

a) Defrostation: It occurs when we begin to understand that change is necessary, that the established no longer works or at least not as before, that change is required.

b) Change itself: When for example, the insertion of new methods or transformative forms of procedures occurs.

c) Recognition: When we “automate” the change, we assume it and incorporate naturally.

Change forces

There are two types of forces within organizational changes, on the one hand are: the forces that come from outside the organization and are external calls, which can be changes in the market, technological advances and political pressure. On the other hand are the internal forces that come from the interior of the organization. They arise from organizational development and are usually used in some cases to solve certain conflicts, among them we can find;unattered needs, lack of technology, problems between staff, etc.

ENDURANCE

In the approach that interests us, that is, in the workplace and organizational, we understand that labor change refers to any alteration of the work environment. In the same way, resistances are manifested to the nature of change, which are the behaviors that try to delay or prevent it. There are three types:

• Logic: They have to do with the rational, the real, for example the time required for the adjustment or economic costs of the change. All people in general have it.
• Psychological: They are based on emotions, feelings and attitudes. For example the fear of the unknown or the insecurity caused by the changes. They manifest according to the personality or moods of each person, so they are not so general.
• Sociological: They refer to the interests of the groups. For example, political coalitions or alliances, the opposition of group values or the desire to preserve existing friendships.

These resistance to change can occur in a group and individual way, and must be eliminated to ensure that change is effective.

John Paul Kotter, a successful writer and professor, who is recognized as an important influence on leadership and business development, design 8 steps to manage the change that are currently chosen by many professionals.

According to Kotter, you owe:

1. Create a sense of urgency, generating interest among those involved and making a need visible

two. Not only have to manage change, but also lead it and get the support of important people from the organization. You have to promote teamwork.

3. Create a clear and understandable vision.

4. Communicate the vision and adapt the change in day to day, that is, preach with the example.

5. Eliminate obstacles.

6. Ensure short -term triumphs and gradually celebrate the results.

7. Maintain inertia, that is, continuously improve the process.

8. Make the change part of the organization (institutionalize it), be constant and that the whole team continues to contribute to achieve it.

Methods for the introduction of change

The methods are five, then we exemplify each one:

1) Incorporation of support forces (those that support or encourage change)

If I intend as a goal to buy a car, a good support force is to evaluate the benefits that I will receive for that investment, for example;Save time (be able to transport me more quickly), to be able to move several things from one place to another when necessary, etc.

2) Elimination of restrictive forces (those that discourage or harm the instrumentation of change)

Learn to free us from "I can’t do it", train us, increase our commitment to change, have a view to the future, and think about our needs.

3) Increase in support forces (add forces or intensities in support)

When we propose long -term goals, such as: download from 12kg in 1 year. It is also good to define our short -term goals and gradually celebrate the changes, since this will help us add credibility and motivation to achieve our goal.

4) Reduction of the intensity of restrictive forces (discouraging its impact)

If in my work it is decided to change the computer system because it is outdated and does not work well, I must be predisposed to;Learn to use a more modern system, to attend its training, increase my experience with computer science, among other COAS, otherwise I will not be able to perform my tasks effectively.

5) Transform restrictive forces into support forces (seeing an opportunity in the threat and positive the negative, turning the situation)

The application of Ordersya, which despite the context, that is, to cross a quarantine for the world pandemic, has continued working normally and has even been favored because more people have begun to use this service.

CONCLUSION

In conclusion, according to the above, we can highlight the importance of planning the changes correctly, it is not advisable. The importance of participating, all transformations, to all individuals in the organization, since the changes are generated around them must also be understood.

Each part of the process is valid, since the change is imagined and planned, until it is achieved. The fundamental thing is to have a good vision of it and execute different actions to meet the objective, once achieved must be sustained over time. As in everyday life, things constantly change over time, and people must adapt. With organizations something similar happens, those that do not innov.