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Please go through the below discussion and provide a reply for each discussion in respect of their thought.

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Main Que:Your senior vice president tells you “Its ok to manage our change efforts from your office”. Why is this wrong?

Sakshi:Change is never easy, whether it’s at home or work environment. When faced with an expected or unwelcome transition/change, it’s human nature to immediately deny or doubt about that change. Hence, any change requires proper planning, execution and management at all levels. And, this cannot happen by just sitting in your office. When a change takes place, it’s not just re-strategizing organization processes or fundamentals, it’s more about preparing your team members to adopt that change. Change management can happen at the individual level or organizational/enterprise level, and all this requires a step by step procedure to follow. As we have learnt through the Kotter’s 8 step process- creating and communicating the sense of urgency is something to begin with and this communication needs a lot more efforts than just sitting in the office.

The senior leadership should be involved with implementing and attending meetings where they convey (communicate) a well-structured message on how the change will affect employees and what benefits would it bring in. Various communication channels should be utilized by employees to raise their concerns or questions on change. Constant involvement at all levels is must and accomplishment should be communicated all around the firm. Hence, a change is not merely about instructing people while sitting in office, it’s more about showing a collaborative effort and walking step by step by as a team.

Himanshi:

The statement is wrong for multiple reasons. A change initiative involves a lot of uncertainty around the new process, reason behind the change, expectations from the employees and other such things. According to one survey of more than half a million U.S. employees, almost one-third don’t understand why these changes are happening.

This can be detrimental for any company trying to implement change. When employees don’t understand why changes are happening, it can be a barrier to driving ownership and commitment and can even result in resistance or push back. And employees’ resistance to change is a leading factor for why so many change transformations fail.

Executives and those responsible for leading change cannot assume that employees understand the reasoning behind them. You must spend time explaining the changes and why they are important.

As a manager, it is important to be out there talking and interacting with the employees- explaining them the reason for the change and helping them embrace it with open minds. It is also essential to listen to their thoughts and anxiety and make them feel comfortable about their feelings. Whether it’s a major restructuring or a modification to a well-established procedure, change (or even the anxiety over impending change) can unsettle your employees and negatively impact the workplace. Sometimes employees will express their anxiety directly to you, but other times their anxiety becomes apparent through changes in their behavior or performance. This is especially the case when change threatens their comfortable and stable routines. It is important to take time to observe and listen to the pulse of your organization, and then take steps to deal with the anxiety that you may detect.