THE ORGANIZATION SYSTEM

The Organization System - Organizational Change and Stress Management



The Organization System - Organizational Change and Stress Management

Introduction

The implementation of new techniques and ideas does not happen logically, but fallouts though error, trial and hard work. It is highly significant to be familiar with this piece of information and put in efforts for developing information, which is to the point, readable and concise and in order to make sure information is attained by individuals who can utilize it. A wide range of skills are required for leading to the effective supervision of change and innovation. This paper discusses stress management and organizational change in a holistic context.

Discussion

Change agents' contribution to change resistance:

It is possible for the change agents to bring innovation for the users through the examination of their predetermined viewpoints regarding the way tasks should get executed. Change agents need to be open to change themselves first, as they need to be capable of objectively evaluating the new ideas and perceive about their users - as they might be rather than perceiving them as they have been. According to Ford, et.al, (2008) the change agents can contribute to resistance in a variety of ways, which include:

The violation of trust and breaking agreements

Agreements are breached when variations are observed in the allocation and distribution of resources, the procedures and processes through which those reallocations are done, or the methods through which individuals in the upper hierarchy interact with those in the lower hierarchy (Kirkman & Shapiro, 1999).

Resisting Resistance

It is indicated by the studies conducted on interactional and procedural justice (Werner, Korsgaard, Brodt & Whitner, 1998) that when the agents of change are unsuccessful in treating the change communications as legitimate and genuine, or as translations and extensions of change, they might be seen as resistant (e.g., “their mind is made up”, “unreceptive”, or “defensive”) through the recipients of change. The price of this defensiveness is the continuity of resistance and its amplification in a ferocious cycle, within which resistance begets resistance (Posner & Powell, 1978).

Communication Breakdown

Recipient participation and acceptance in the preliminary phases of a change has been shown to rely on the appraisal of its instrumentality by the recipient - which is the probability that the change will end up in organizational and personal benefits (Rousseau & Kim, 2006).

Utilization of resistance as a positive source:

Resistance is a type of disagreement, and as disagreement is discovered to improve and strengthen not merely the decisions' quality, but even the commitments of participants for successfully implementing those decisions (Amason, 1996), it stands to reason that similar strengthening value can be provided by resistance during change. This is specifically possible where resistance is genuine rather than artificially generated or contrived by the utilization of such policies as devil's advocacy or dialectical inquiry (Brown, Rogers, Connell & Nemeth, 2001).

Common mistakes managers make when trying to initiate a change:

The common mistakes that managers make when trying to initiate a change include:

Not anchoring changes in the corporation's culture

Declaring victory too soon

Not systematically planning for, ...