Introduction
An organizational change could be either planned or unplanned. Planned change happens after leaders identify the need for transformations and organize a strategy to realize the change. Even if the planned change is anchored in a proactive and well-founded approach, it sometimes fails to occur in an organized manner. Instead, it may arise in a chaotic and disruptive style attributable to resistance to change by employees.
Main body
Unplanned changes often emanate from major, unexpected incidences in the organization. Such occurrences may encompass a manager unexpectedly leaving the organization, decreased quality of products and services leading to the loss of clients, and other unsettling situations (Oreg, Bartunek, Lee, & Do, 2018). Resistance to change denotes the practice of opposing transformations that affect the status quo in an organization (Shimoni, 2017). Workers resist change if it is undertaken poorly, transformation affects the mode of operation, they do not understand the need for modifications, or are not adequately involved.
The best means of making sure that resistance does not occur is through effectively communicating the change process to employees and making them understand its necessity. Through clearly and comprehensively informing employees why change is occurring, the way in which it will affect their tasks, and what is anticipated of every one of them before, during, and after transformation, resistance to change is avoided as nothing will be left to question. The application of both informal and formal communication enables the executive to ensure that workers obtain all details concerning the change (Christensen, 2014).
Conclusion
Moreover, the management should use communication channels, for instance, electronic mail, face-to-face talks, conferences, and organizational intranets to inform all workers and stakeholders about the imminent change while taking their views and answering any posed questions. This has the benefit of leaving everyone satisfied or at least knowledgeable rather than hearing unfounded rumors about the intended modifications.
References
Christensen, M. (2014). Communication as a strategic tool in change processes. International Journal of Business Communication, 51(4), 359-385. Web.
Oreg, S., Bartunek, J. M., Lee, G., & Do, B. (2018). An affect-based model of recipients’ responses to organizational change events. Academy of Management Review, 43(1), 65-86. Web.
Shimoni, B. (2017). What is resistance to change? A habitus-oriented approach. The Academy of Management Perspectives, 31(4), 257-270. Web.