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Every organization has change resisters. These are usually employees who are uncomfortable with change, who are threatened by it, or who would simply rather not have to deal with it. It is important for a change leader to pick the appropriate battles to fight and to set the correct pace. Every thing can not be changed at once. If the allotted time permits it, setting a pace that lets all employees including change resisters to find a way to fit in will yield the best results.

It can produce an organization that continues to function well, even as the change leader introduces a new mind-set and a fresh way of working. There are times when the change leader can nurse the change resisters along; there are times when the change leader can convince resisters that change is inevitable; and there are times when you simply have to just let them go. The game is changing, and they can either play within the new rules or play somewhere else.

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As the leader, you must take the time to understand resistance and you may have to come at it from several different angles before it is conquered. You must understand what your employees are feeling, as well as thinking. (Susan Lee, 2006) It is important to understand why employees may resist change According to (Bolognese, 2002). it is important to distinguish between the symptoms of resistance to change, and the causes behind it. Employees resist change because they fear the unknown future and their ability to adapt to the change.

Most people are reluctant to leave the familiar behind. People are all naturally suspicious about the unfamiliar; and are naturally concerned about how they will get from the old to the new, especially if it involves learning something new and risking failure (Bolognese, 2002). CrysTel can better manage resistance to change by providing managers with all the necessary information and allow an open discussion to reduce the resistance to change. To drive a successful change CrysTel should use a combination of Lewin’s and Kotter’s change models.

As noted previously Kotter’s model is an extension of Lewin’s who conceived of change as modification of those forces keeping a system’s behavior stable. When the forces striving to maintain the status quo and the forces pushing for change are about equal, current behaviors are maintained in what Lewin called a state of “quasi-stationary equilibrium. ” Lewin then suggested that by modifying those forces less tension would be created. Following the Lewin/Kotter model, it would be beneficial for organizations to follow the three step framework for understanding organizational change.

The unfreezing stage: Throughout this process, CrysTel will share information to influence employees to engage in the change. The moving process: This process will shift the behavior of the organization, its departments, and individuals to a new level. This shift will require the leaders to develop the skills needed which will be accomplished through the proper training provided by the company. The refreezing stage: The organization is stabilized at a new equilibrium. CrysTel must ensure that change remains in place.

Now that the change is in place CrysTel will develop measures to monitor the change Progress. Measures to Monitor Progress CrysTel will use the participative leadership style. This type of style involves the employees in the decision making process. However, the leaders maintain the final decision making authority. Using this style is not a sign of weakness; rather it is a sign that the leadership is secure enough in its strength to share power. This style will encourage employees to participate in the change process in addition to gaining their respect.

Involvement in the decision making process will not only improve the understanding of the issues involved by those who must carry out the decisions, it will also make them feel empowered. Empowered employees are more committed to actions whose course they helped determine through involvement in the relevant decision making process. They are less competitive and more collaborative when they are working on joint goals. In addition to the participative leadership style CrysTel will use a coaching and instruction method to lead the employees to achieve the company’s strategic goals.

When using these method leaders will lead by example which will increase productivity and influence employees to adopt and cooperate with the change. CrysTel can create a positive environment in which to implement change. The company can appoint empowered task forces to assess challenges and address CrysTel’s issues at a deeper level. Everyone at CrysTel can develop a better understanding of the process of change if they are empowered to help debate, decide, and design the new organizational structure.

When people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision. CrysTel can also design and administer extensive customer satisfaction surveys as a powerful tool to motivate its sales force. The results, both positive and negative, can be distributed to members of the sales team. This motivational information about the company’s performance can serve as both a reward and as role clarification because it will allow the sales force to see their direct impact on customers.

Since building customer relationships is at the heart of the company’s success, CrysTel could use feedback from customer surveys to demonstrate to the sales force that customers are looking for trusted advisors and the impact that the sales team members have on their clients. Because the central need for communication is essential to all other change topics, CrysTel must design and implement an integrated communications plan that assures the same change-related messages are communicated to internal and external stakeholders.

To measure the progress of change CrysTel can design and administer employee satisfaction surveys. Such a survey could solicit employee opinions on the attitudes of employees toward the change initiatives, the quality of the support provided by management, and how leadership and social relationships and the job design may have been affected by change. The survey could also gauge what the employees already know about the proposed changes. This could help CrysTel dispense with any misinformation surrounding the changes and highlight its positive impacts on individuals as well as on the company.

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