Theory in Change Management


Organizational change can cause fear and apprehension in those affected by the changes. The leaders and management in an organization must prepare to deal with the reactions to change as well as implementing a new process or change. The theory of change management helps leaders manage the trepidation workers feel while undergoing a change.


Change management theory requires leadership to provide information to those affected by the change. Leaders and supervisors must provide a reason for the change to help workers cope with fear and apprehension. While some workers may not agree with an organizational change, providing information can help workers understand the need for it. Managers and leaders should not attempt to sell workers on a proposed change but instead provide realistic information, which covers the pros and cons of an organizational change.


The first part of effectively communicating change is providing the workers with realistic information. Managers and leaders in an organization must also allow workers to provide feedback. Workers may offer useful suggestions to help the organization transition. Individuals may feel a part of the change, which can help alleviate apprehension. Managers and leaders must communicate directly to workers in a group or in individual meetings. Email and interoffice memos do not allow for effective communication between leaders and workers regarding organizational change.


An organizational change creates fear in workers affected by the change. Managing the change through planning, communication and listening to employee feedback can help to alleviate some of the fear. Different people respond to change differently. Those who prefer stability can respond to a proposed change with resistance and hostility without effective management. Change managers must respond to the fundamental need for control, openness and inclusion when implementing a new process in an organization.


Expectations for change must be communicated realistically to workers to help the transition. When a proposed change does not meet the expectations of the worker, the individuals will respond with anger and dissatisfaction. When the changes exceed the expectations of the workers, individuals will respond with satisfaction and happiness. Managers and leaders must not make promises to employees that may not be kept.

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