Discussion reply at least 150 words, no plagiarism no copy and paste

(Tony)

In order to survive, every organization must innovate and change. Just as change is inevitable, so also is the resistance to it. Most resistance to change come from those who are not involved in the innovation, therefore they prefer the status quo. A manager, or the innovator of change must, must however, not ignore the resistance for change. Oftentimes people who resist change have several reasons to do so. People have several reasons to resist changes that conflict with their self-interests, such as a job loss. The preeminent step in the implementation of change, is getting others to understand the need for the change in the first place. As a manager, once the reason for the resistance to change has been diagnosed, like a well-founded fear of job loss, I will go through the three stages of achieving behavioral and attitudinal change: The first stage is the Unfreezing. This is the stage where data are gathered and analyzed, and the awareness of the problem and the need for change would be brought to everyone’s attention. Next, I would introduce the intervention process, using emotion and logic to persuade them to accept the necessary change. The third stage would be the Freezing stage during which the change, if accepted, is rewarded.
Force-field analysis states that change is the “result of the competition between two driving and restraining forces.” Driving forces are the things that provide the motivation for change, while restraining forces are the barriers to change within an organization. Both the driving and restraining forces should be analyzed in order to have the ability to selectively remove the change-restraining forces, while strengthening those that enable the implementation of change.
In my company, the driving forces of change are those at the frontline of the operations, — the mid-managers, and those in direct contact with customers. They are the ones relating customer complaints, regarding perceived necessary operational changes to upper management. Although, looking at the organization from their perspective, those in the upper management believe that they are the driving forces for change. They made the decision to lay-off several seasonal employees in early September, in order to reduce payroll expenditure. However, the busiest season is not yet over, and the remaining sales associates notice the amount of revenue lost daily, due to employee shortage. Several customers, in different retail locations have complained about lack adequate amount of attention they always receive in our stores. It is very difficult to give the type of attention to details that each customer deserves, because there is usually one associate in each store daily. Unfortunately, customers are not the only ones affected by this practice, employee morale is also diminished.

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