After
viewing the Prezi presentation on the 50 Reasons Not
to Change, I realize that I too have used those same reasons to avoid
change on my workplace. Before enrolling on the master program I always
thought, “Why fix something that isn’t broken? Changing it may just create new
and more complicated problems”. For some reason back then I always thought that
the business industry would stay relatively the same and the few changes that
it would encounter would be technological changes or upgrades. After the first
class on my master program, I realized that the environment around us is
constantly changing and it will continue to change with or without us.
Therefore, we must learn to deal with a constant changing environment and
industry. Even if we are not on a leadership position at our respective
workplaces, there will always continue to be a need to learn about change,
resistance of change, how to lead and overcome the resistance of change, and so
on. This ever-changing industry will continue to change so it is best to always
ask questions, continue learning about the importance and benefits of change,
and why change is happening.
As I
said earlier, in the past I would show all the same exact signs as any other
person resisting change. Now that I’m part of a leader position, it has been
important for me to learn about the stages of change, how to overcome the
resistance to change, the cycle of resistance to change, and how to lead
change. With this new position, I have encountered many occasions where
employees have resisted change or just don’t agree with the overall purpose of
change. Since my enrollment on the master program my reaction to such
situations has changed. Instead of forcing change unto others, I try to find
out what is mainly making them uncomfortable about the idea of change, what are
their fears or concerns about it, and how can I help them overcome such
feelings. Other than having a simple conversation with employees on the reasons
and explanation of why change is happening and it’s benefits, I try to find more
written information about the subject. Whenever I do not have the answer to
their questions, I commit myself to finding the right person who has the answer
to the questions so employees’ fears are laid to rest. I find sometimes that
some employees do not react as quickly as you would like them to when it comes
to overcoming change. Some employees like to “sleep” on the idea and it’s
benefits before fully committing to the change program, which actually raises
the question: Do people overcome change at different times? Can some people
overcome change on their own terms?
Honestly,
I have found that those same exact steps that I have taken to help others
overcome change have also helped me overcome the “change is bad” type of
thinking. It has helped me change my personal opinions about change. In a way I
follow the notion of “not judging a book by its cover” when it comes to change.
In other words, instead of quickly jumping with everyone else on the bandwagon
of “change is bad”, I give myself time to think through the idea, find more
information, ask questions, weigh the benefits and disadvantages of the idea on
my own, how it affects me, how it may affect the organization, and so on. I
find all the information I can, answer all my own questions, ask questions, and
the judge for myself if I agree with the proposed change program. If for some
reason I continue to be skeptical about the change program, I seek help from a
higher position.
On the
video The
tribes we Lead by Seth Godin, Godin argues that “the Internet has ended
mass marketing and revived a human social unit from the distant past: Tribes.
Founded on shared ideas and values, tribes give ordinary people the power to
lead and make big change” (Godin, n.d.). In my opinion, I have to agree with
Godin’s argument that change is driven by tribes. We all have different values,
beliefs systems, ideas, customs, religion, passions, and so on. We are not all
the same or like the same things at least. So, we tend to look for people who
have the same interests as us or people who have the same passion as us about a
cause and we begin to connect with them, sharing our ideas and opinions. The
ideas continue to get as big and as strong with the more people who join and
share the same beliefs that it turns into a movement. This movement or tribe is
the one who begins the change process. One person alone cannot lead or force
change. That person needs followers. Followers who believe in the same ideas,
share the same passions about the idea, and are fully committed to those ideas.
Only then can an idea or change be implemented successfully. In an
organization’s perspective, the organization uses management to help spread the
new vision and ideas. As the vision and ideas begin to grow stronger and more
employees begin to believe on those ideas and visions, the movement to change
begins. Employees begin to feel more committed to the ideas and therefore, the
organization gains the full cooperation of employees to make the change successful
and possible.
After
watching the above-mentioned presentations, what I immediately take from this
exercise to use in my workplace is to continue helping employees overcome the
resistance to change by helping them understand the need to change, involving
employees on the change process and program, the reasons behind the change, the
benefits, answering questions, finding more information about the proposed
change, motivating employees to join the change movement, and whenever possible
find other committed employees to help others overcome their fears and
resistance to change. By involving employees more and creating an atmosphere
that is conducive to change, it ensures the organization of the success of the
change program.
Reference:
Godin, S.
(n.d.). Seth Godin: The tribes we lead | Video on TED.com. TED: Ideas worth
spreading. Retrieved September 25, 2013, from
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