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Leadership Challenges to Change

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5. LEADERSHIP CHALLENGES TO CHANGE

Upon completion of this chapter you will be able to

• Relate carefully to the soft issues that affect individuals who are faced with change • Suggest and evaluate methods to overcome the high resistance to change • Steer and identify methods for working with teams on change initiatives.

5.1 INDIVIDUAL RESPONSES TO CHANGE

During times of significant change to organizations in strategies and structures, employees can experience high levels of stress as their jobs, areas of responsibility and roles also change. Yet research is curiously silent about how people react to organizational change, especially towards promoting healthy responses to change. Prior to the implementation of these strategies, however, organizations must empower employees to adopt the role of change agent and encourage them to take action to solve the problems that stress them. At the individual level, employees can respond to the stress created by organizational change by using problem- and emotion-focused strategies. Also important in coping with change are the personal resources of employees, including a sense of hardiness, beliefs about having control over their work environment, and the availability of social supports within and outside the organization. Although few organizations fully acknowledge their role in helping employees cope with change, there are a number of initiatives that organizations can pursue.- http://www.informaworld.com

Individual reactions to change are complex. Most management experts agree that people tend to be uncomfortable with change. Change means giving up the security of a known situation, with familiar routines, old friends and an established role, for something different and new. It means risking a current situation for an unknown one.

The U-loop

The U-loop developed by Carnell (1995) suggests…...

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