You anticipate a great deal of resistance to change from the employees of Pegasus, especially if there are layoffs involved. You and the HRD group must first identify the emotional factors of change and then present a plan to address these issues to the company in a meeting. You must consider the overall culture of the organization as well as all the subcultures.
Research how people and organizations react to change, both positive and negative. If possible, interview coworkers, family, and friends who have experienced substantial change in their lives. Review articles and books on how organizations have successfully moved through changes, and study those that have failed to make changes to succeed. Develop a set of recommendations that will minimize the negative reactions from individuals and the organization to the change being planned for Pegasus. Be sure to cite your sources using APA guidelines.
Prepare a presentation for Pegasus' senior management team, focusing on anticipated employee reactions to organizational change (including the possibility of layoffs), and complete the following:
Present your findings from your research and surveys on how people react to change.
Propose an action plan to address these reactions.
Discuss the financial impact of emotional reactions to change so your audience “buys in” to any proposed investments of time or money.
Full Answer Section
In addition to these negative reactions, people may also experience some positive reactions to change, such as:
- Excitement: People may be excited about the new opportunities that the change will bring, or about the chance to learn new things.
- Hope: People may feel hopeful about the future, and about the possibility of a better way of doing things.
- Pride: People may feel proud of themselves for being able to adapt to change, or for being part of something new.
Proposing an Action Plan to Address These Reactions
The way that an organization addresses employee reactions to change can have a significant impact on the success of the change. If employees are not properly supported, they may become disengaged, unproductive, or even leave the organization.
Here are some tips for addressing employee reactions to change:
- Communicate early and often: Employees need to be kept informed about the change, and they need to have a chance to ask questions and express their concerns.
- Be transparent: Employees need to be able to trust that the organization is being honest with them about the reasons for the change and the impact it will have.
- Empower employees: Employees need to feel like they have a voice in the change process, and that they are being respected as individuals.
- Provide support: Employees need to be given the resources they need to adapt to the change, such as training, time off, and financial assistance.
Discuss the Financial Impact of Emotional Reactions to Change
The financial impact of emotional reactions to change can be significant. Employees who are unhappy with the change may be less productive, more likely to make mistakes, and more likely to leave the organization. This can lead to increased costs for recruitment, training, and lost productivity.
In addition to the financial costs, there are also the human costs of emotional reactions to change. Employees who are unhappy with the change may experience stress, anxiety, and depression. This can have a negative impact on their health and well-being.
Conclusion
The way that an organization addresses employee reactions to change can have a significant impact on the success of the change. By communicating early and often, being transparent, empowering employees, and providing support, organizations can help to minimize the negative reactions to change and maximize the chances of success.
References
- Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business Review Press.
- Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. New York, NY: McGraw-Hill.
- Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-319.
- Burke, W. W. (2002). Organization change: Theory and practice. Thousand Oaks, CA: Sage.
Sample Answer
Presentation for Pegasus' Senior Management Team
Anticipated Employee Reactions to Organizational Change
Presenting Findings from Research and Surveys on How People React to Change
People react to change in a variety of ways, both positive and negative. Some people embrace change, while others resist it. The way people react to change is influenced by a number of factors, including their personality, their values, their past experiences with change, and the way the change is being implemented.
Some of the most common negative reactions to change include:
- Fear: People may be afraid of the unknown, of losing their jobs, or of not being able to adapt to the new changes.
- Anger: People may be angry that they are being asked to change, or that they feel they have no control over the change.
- Sadness: People may feel sad about leaving the old way of doing things, or about losing relationships with people who are also being affected by the change.
- Guilt: People may feel guilty about not being able to cope with the change, or about being the only one who is unhappy with the changes.