A change elicits different responses based on the level of preparedness of the stakeholders. One of the most common responses to change is resistance. According to Bates (34), people fear change. The fear of the unknown can grip employees, making them unwilling to accept change. Some may feel that change may bring about concepts that they cannot understand. Another group may fear that the change introduced may force them out of their job, yet another group may just be opposed to the idea of changing a trend that has become universally accepted within an organisation. Resistance to change is common among the elderly who most often feel that managing the emerging trends is a challenge to them. Every time there is a change, such employees feel that they are the target and that the aim is to replace them with a more vibrant workforce. HR professionals have a major role to play in ensuring that resistance to change is reduced as much as possible by preparing employees for the anticipated change. As Galen and Noblit (282) note, when employees appreciate the need for change and are adequately prepared for it, then cases of resistance are minimized.
Another common response to change is acceptance and enthusiasm towards change. A team of highly skilled and dynamic employees are always open to the concept of change. They consider it an opportunity to bring about organisational and individual learning. According to Colombo, Cullen, and Lisle (69), it is almost impossible to ignore change. Change occurs almost daily in the way employees address their tasks because of continual learning and development. Sometimes the relevant stakeholders, especially the employees themselves, do not even realise that fundamental changes have occurred either at an individual or organisational level. Problems always emerge when they are informed that a major change is to be initiated to redefine the strategies which are currently in use. When employees have developed a positive attitude toward change, they will always be enthusiastic when they are informed that change is coming. They look forward to the challenge that such changes shall bring and aim to find the best ways of handling such challenges. HR professionals and top managers should promote such a culture where change is considered an opportunity for all the stakeholders to learn something new.
References
Bates, Vincent. Social Class and School Music. Music Educators Journal, 98.4 (2012): 33-37. Print.
Colombo, Gary, Robert Cullen, and Bonnie Lisle. Rereading America: Cultural Contexts for Critical Thinking and Writing. Boston, MA: Bedford/St. Martins, 2013. Print.
Galen, Jane, and George Noblit. Late to Class: Social Class and Schooling in the New Economy. Contemporary Sociology, 37.3 (2008): 282-283. Print.