ASIA BUSINESS OUTLOOK19AUGUSTCOMMUNICATION SHOULD BE CLEAR AND CONCISE, AND SHOULD BE DELIVERED IN A WAY THAT EVERY EMPLOYEE CAN UNDERSTAND. IT IS ALSO CRUCIAL TO LISTEN TO EMPLOYEES' CONCERNS AND ADDRESS THEM PROMPTLY TO ENSURE A SMOOTHER TRANSITION According to Degnegaard (2010), organizations can successfully implement change by following three stages (Degnegaard, 2010, p. 89). By doing so, they can encourage employees to adopt new ways of working and effectively overcome any resistance to change. This framework emphasizes the significance of motivation and support in making changes stick.While Lewin's change model has been a well-known approach to change management, it has faced criticisms for being too simplistic and linear (Burnes, 2004). Critics argue that the three-step process may no longer be applicable in today's continuously changing world. Moreover, the refreezing phase presupposes that individuals can quickly adjust to the new changes--that is not always realistic (Child, 2015, p. 350).Furthermore, Lewin's model overlooks the importance of transformational changes in managing change (Burnes, 2004). As a result, this model may not be the sole solution for complex transformations, and those considering using Lewin's model should overcome these limitations.Resistance of ChangeDid you know that 70 percent of change programs fail to achieve their goals? According to Boris Ewenstein, this is often because employees resist the transition and management is unsupportive (Ewenstein et al., 2015).However, why do people resist change? One of the key reasons is that they fear the unknown (Harrington & Voehl, 2016, p. 10). In addition, it can be daunting to try something new and relinquish control (Kanter, 2012).Furthermore, change can be stressful and challenging (Peters, 2012), making some feel inferior or lacking the necessary skills (Smith et al., 2014, p. 117). Lastly, some may prefer the status quo and resist any disruption to how things have always been done (Kotter, 2012, p. 5).Change is often met with resistance, which is perceived negatively and needs to be overcome. However, resisting change can have some advantages for the change process. Employees who resist change may do so because they recognize that the proposed change is unnecessary or unhelpful (Dianne Waddell, 1998, p. 544). This resistance can serve as a check on any harmful or unwanted ideas introduced during the change process (Waddell & Sohal, 1998). Managers can also use resistance to identify potential problems and issues with the change (Ford & Ford, 2010). By engaging with and addressing resistance, managers can turn it into a positive force for change, ensuring that only beneficial changes are implemented. Embracing resistance as a useful tool can make the change process smoother and more effective.Role of Managers in Management of ChangeManagers play a crucial part in the success of any change initiative. They are responsible for translating policy into action and leading teams that must adapt their ways of working to achieve the desired outcomes (Ionescu et al., 2014).Their effectiveness in accomplishing these tasks can greatly impact the success of the change process. In order to achieve success, managers must clearly understand the goals of the change initiative and how it will benefit the organisation (Jonathan, 2009). They must also be able to communicate this vision to their teams and inspire them to work collaboratively towards its attainment (Stobierski, 2020). Moreover, managers must be equipped to offer support and mentorship to their team members as they navigate the challenges of implementing change (Anderson & Anderson, 2010, p. 55).Ultimately, the role of managers in change implementation cannot be overstated. They are critical components to success and must be able to effectively lead and guide their teams to embrace change and work towards achieving desired outcomes.Approaches to Address Resistance· Engage employees in the change process: One effective way to ensure that changes are well-received
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