The Unpredictability That Comes With Change Business Essay Example

departure from traditional methods is significant but can result in decreased sales due to factors like heightened competition, the need to embrace current technology, failure to meet customer demands and expectations, and a track record of insufficient product development or marketing skills.

The company has been facing a decline in sales for the past six months, requiring action from the board of managers. Moreover, new individuals are acquiring and taking over the company, leading to anticipated changes in regulations and policies. Hence, a fresh business approach needs to be adopted. Furthermore, adjustments in clothing and footwear prices should be made when transitioning between seasons – for example, from winter to summer.

In order for customers to keep buying winter clothing, the prices of these items need to decrease significantly due to decreased demand. When a CEO presents a project that necessitates changes within a company, employees generally have mixed feelings about it. Usually, they react with resistance to alterations since many individuals have an aversion to change and tend to resist it. Nevertheless, Dr.A.J suggests possible solutions for addressing these issues related to resistance against change.

Schuler is an expert in leading and organizational change, particularly in situations where the chief executive officer needs to implement changes within a company and overcome resistance to those changes. A simple negotiation at the beginning can eliminate a significant amount of opposition. Employees develop strong bonds in the workplace, making it difficult to break them apart. There is a sense of loyalty among workers and a strong connection to others who are attached to the traditional ways of the company, leading them to resist any changes at all costs.

When a Chief

Executive Officer (CEO) desires to introduce new methods within a company, they will encounter resistance from employees who remain loyal to the old ways and their mentors. This opposition can lead to significant conflict. To minimize this resistance, it is crucial for the CEO to possess a strong conviction in both their message and its delivery. They must meticulously construct a communication regarding change that acknowledges and respects the current working environment while also appreciating the contributions of all employees. The CEO's adherence to these principles is vital because if they simply impose their policies on the employees, those individuals may feel as though they are betraying their former mentors, regardless of whether those mentors still work in the company or not—thus resulting in resistance. We are all aware that change carries inherent risks since we cannot be certain of its outcome despite our speculations. Although the outcome could be positive or negative, often it becomes a risk worth undertaking.

To convey change in a work environment, faith is necessary. The CEO has opted for an uncharted route, aiming for improvement. Nevertheless, there is no solid evidence to back this up; only words and commitments exist. Embracing change carries risks, and individuals will only respond if they have confidence in its effectiveness. If the alternative of not taking the risk means losing their company, they are more likely to embrace the new path despite obstacles. Hence, when presenting a project on change, it is crucial for the CEO to honestly elucidate why they consider this risk worthwhile and supportive of change.

To effectively address the need for change in a company or home, it is advisable for

the CEO to incorporate more numerical data when explaining the advantages of these changes. This is because numbers serve as a common language understood and given careful attention by board members and employees. By appealing to their logical reasoning, their interest will gradually pique, engaging their emotional minds as well. When all minds are focused on your presentation, they will swiftly comprehend the opportunity for change. However, if the CEO solely relies on persuading others through idealistic and unexpected promises of rewards, they will struggle to motivate people to respond to their plan. The ability to inspire individuals to embrace change can be activated if they are willing to accept associated risks in order to ultimately reap substantial benefits. It is astonishing how some individuals require concrete evidence before believing in something.

They prefer to have a role model to admire. If a CEO believes he has a great idea or vision to help the company's growth, he will need to recruit other serious board members to support him because he cannot do it alone. Having the support of others will make his project more credible and more likely for people to join him in implementing change. This may involve creating effective plans that can serve as a model for change and provide hints to employees before the CEO announces the changes. Many people value actions over words.

The phrase "actions speak louder than words" is a powerful tool for overcoming resistance to change as it can shift people's mindset from doubting the possibility of change to exploring ways to make it happen. The fear of lacking the required skills and abilities needed for change is what

holds individuals back, even if they don't openly admit it. This fear often leads to considerable resistance.

It is common for individuals to resist acknowledging failure, particularly when change necessitates additional skills like better communication. Those who struggle to adapt may experience guilt and a sense of inadequacy. Often, their concerns are valid, but CEOs in many organizations overlook or dismiss these fears. Consequently, substantial motivation is essential for driving meaningful change.

The CEO should include new developing plans in a successful alteration run. They should sketch the initial events information on a list, outline the following steps to take, establish future communication channels for inquiries, and specify how people will learn the required particulars and when. The preparation plan needs to be implemented and evaluated over time. This will help the CEO minimize the initial fear of incompetence by demonstrating how competency can be developed throughout the change process, ultimately reducing resistance to change.

Workers, especially reformists, have a strong fear of hidden agendas. Throughout history, this group has often been associated with deceiving organizations and leading workers astray for personal gain. Therefore, when a CEO proposes a change, it is natural for people to feel afraid and uncertain.

They are traveling to investigate whether he has a hidden agenda behind this project, they will question his motivations. They will feel offended because it seems like the person leading the project is implying that they know more than the rest of the employees. The CEO may even be suspected of wanting to increase his own power and possibly eliminate resistance from others, therefore all these uncertainties contribute to resistance to change. To handle this properly, the CEO must

genuinely be interested in change for the right reasons and not for personal gain in order to overcome resistance.

The ideal candidate should have extensive knowledge that they are willing to openly share. If the project requires downsizing and higher salaries, it is crucial for the person to communicate this and create a systematic plan for retraining employees within the organization. The CEO needs to gather information from external sources quickly and develop a process that keeps everyone engaged in and dedicated to the change effort. Many people often feel like they have lost their identity due to changes.

When a mill worker starts using more automated instruments instead of manual tools, she may feel a loss of purpose as a skilled worker and believe that what initially attracted her is now missing. Workers have the right to feel this way about change, but the only solution is to help them recognize the many advantages that come with new work methods and understand how their own goals and values can still be achieved within these new operating systems. Resistance stemming from this deeply ingrained sense of identity tends to be strong and formidable. To lessen its impact, CEOs need to understand it and acknowledge that change brings not just costs but also numerous benefits. Most people fear change because they are unwilling to let go.

When cabinets are reshuffled, alterations occur. Individuals experience both advancements and setbacks in their positions or even lose their jobs. Workers often resist this change as it disrupts their sense of comfort. The most effective approach is to acknowledge the inevitability of change, given the evolving landscape, and offer support to help people

adjust. Many individuals genuinely disagree with the proposed notion, as occasionally they simply do not trust others' ideas.

The individuals assume that their thoughts on change are illogical and inadequately justified. To diminish opposition, another common approach is negotiating with employees. The offer includes a salary increase if they agree to work additional hours and renew contracts with added benefits. Kurt Zadek Lewin, a renowned German-American psychologist, explained change as a three-step process. It requires a proactive approach to implementation.

The ability to implement extreme changes and minimize disruptions in the organizational structure is facilitated by the use of the Chief Executive Officer or Manager. Moreover, it ensures that changes are effectively adopted for the long term. According to Kurt Lewin, resistance to change is always encountered, hence successful change can only occur if those involved embrace it and participate in its implementation. Lewin's three stages for implementing significant change include unfreezing, change, and refreezing processes. Unfreezing refers to encouraging individuals to reassess their daily activities, abandon old routines, and be receptive to new approaches for achieving goals. The dissolving stage occurs when an organizational structure remains unchanged for an extended period, resulting in entrenched habits and routines. At this point, the entire organization is stuck in a mundane predicable path.

Employees in an organization often cling to outdated routines and activities that no longer serve a purpose. There is no one questioning their motivation or reason for doing so. These employees may have become accustomed to these ways without considering if there are new, more efficient methods of production. In order for the wheel of change to take control of the entire organizational system and structure, the

current patterns and procedures must be set aside. Once employees are open to welcoming change, the actual process of change can begin. Kurt refers to this as the second phase, known as "Change," because it is during this stage that real transformation occurs. This process of change can be both dynamic and slow, but it is worth every effort.

This phase of alteration is called the transitional period. Kurt explains that in order to achieve efficiency, some people have to take on new tasks and responsibilities, which may require acquiring new ideas. This can initially slow down company development and lead to chaos and resistance from workers. However, this is the necessary price to pay for enhancing effective change within the organizational structure. The change process can be seen as an investment in terms of time and resource allocation. Kurt states that if the changes have been fully implemented and made permanent, it can be said that the change has truly occurred. Once changes have been made and the structure has regained its effectiveness, every effort must be made to maintain the new organizational changes at a high standard. Once the organization has informed workers about their new routines and company structure, refreezing will no longer be a problem.

The final phase of Lewin's theory of change, called refreezing, happens when individuals have adapted to the changed structure and new production methods in the company. Even though they are familiar with these changes, they are willing to take complete responsibility and actively participate in rebuilding the workplace without resisting further changes. In this situation, the CEO has created a permanent structure for the company and implemented changes

in a way that employees know that change is possible anytime. A case study on British Airways, which is the biggest international airline in the United Kingdom (UK), further illustrates this idea.

British Airways is renowned for its outstanding customer service, both onboard and at airports. The airline serves over 550 destinations, providing convenient travel schedules and access to premier airports. The British Airways group, encompassing British Airways Plc and subsidiaries like British Airways Holidays Limited, enjoys a stellar reputation in the corporate travel sector. Despite being a pricier choice, numerous business travelers opt for British Airways due to its unwavering dedication to delivering top-notch services. Punctuality is one of the airline's notable strengths, crucial for professionals attending global meetings or conferences.

British Airways has made significant investments to meet the needs of their customers and employees. However, the economic crisis in the UK has caused the company to gradually decline. They are losing all of their customers, who are now switching to cheaper airlines due to the high costs of British Airways. The CEO of the airline states in an interview with the BBC that this has been the most challenging year ever for the aviation industry. In addition, British Airways experienced a pre-tax loss of approximately ?342 million for nine months in 2009.

British Airways must reconstitute and significantly reduce costs in order to survive. The CEO emphasizes the need for operational changes to improve the company's performance. By implementing a new system, British Airways has a better chance of recovering from past losses and possibly surpassing previous success. Change is crucial at this point as it is the only way for them to regain visibility.