The causes for resistance to change.
The causes for resistance to change.
The causes for resistance to change. Resistance for change is inevitable in even the most successful enterprises. In the modern day, the rate of technological growth and information transmission is exceptionally high and continues to evolve (Bowe et al. 2014). Organization change does not, th erefore, come easy and most change efforts in different entities fail to reach the set objectives. Three fundamental aspects can be assisted with the resistance to change at Wells Fargo, which is the organization under consideration. a) Loss of job secur ity The organization has not established stable policies which assure personnel of their tenures in the respective departments. The chances of employee elimination will be therefore high (Bowe et al. 2014). Change hence, makes employees feel intimidated in the entity, for fear of loss of work. b) Poorly aligned reward systems Management has for a long time, been accused of getting what they want. Organizational stakeholders, on the other hand, are bound to resist organization change where rewards are not realized (Bowe et al. 2014). Lack of proper reward systems leads to loss of motivation, which makes teams at Well Fargo fail to support a change in the organization. Intrinsic rewards, for example, are powerful motivators for personnel. c) Organizational politics In most cases, personnel end up resisting change considering their need always to prove that the organization decision made is wrong. The staff may also be involved in resistance to frustrate management change efforts. Therefore, there is a need t o proactively counter such incidences, and acknowledge positive steps, as well as work with personnel to achieve goals rather than react.
ASSIGNMENT 4 : RESISTANCE AND COMMUNICATION Potential sources of resistance to your change plan. The most common source of change resistance is self – interest. I n most cases, some individuals feel that the change may interfere with their vested interests in the entity. This, in turn, leads personnel to act against a strategic change effort within Wells Fargo (Fisher, 2011). Another source of resistance to change i s associated with lack of trust. The lack of understanding and confidence costs the organization more than it is likely to gain. As a result, management and employees continuously conflict especially in decision implementation, which drags the entire orga nization processes and success initiatives. Finally, another source of resistance in Wells Fargo is the low tolerance for change in the organization (Fisher, 2011). In most case, personnel and management remain reserved and very conservative and are not o pen minded to continually evolving trends especially in the modern business context. Plan for minimizing possible resistance to your change management plan The first step involves the provision of information in advance. This way, employees will have inf ormation on proposals made, and will not feel left out in the process. The second step is to encourage workforce participation in establishing the change. Thirdly, there is a need to guarantee against losses, which are inevitable within the institution. Bu ilding trust and allowing for negotiation should follow, which provides an environment of flexibility at work, and reduced pressure (Fisher, 2011). The relationship between resistance to change and communication
ASSIGNMENT 4 : RESISTANCE AND COMMUNICATION 4 Communication is one of the most critical issues in every organization. No organization can exist without communication effectiveness. Effective communication can mitigate employee resistance to change, through essential components which need to interwork perfectly. The first aspect is integrity a nd authenticity, coupled with trust among the personnel and the management teams (Greenberg & Baron, 2013). Communication helps management to mitigate resistance, through permanent engaging staff in decisions and strategic plans. Without communication, opp osition remains high. With adequate and effective communication, resistance to change is mitigated more effectively. Communication strategies Communication strategies include; verbal, visual and nonverbal communication strategies. The three can be integr ated to meet the objectives of the business and meeting the needs of personnel thus increasing workplace efficiency and knowledge. Verbal communication strategies include both written and oral communication. Nonverbal communication strategies include; faci al expressions, body language, and voice tone, which can be used to pass different messages (Greenberg & Baron, 2013). Visual communication strategy, on the other hand, includes the use of web pages, signs and illustrations. They are common where there is a need to draw attention and for the sake of providing documentation as well. Recommended communication strategy The best communication strategy for Wells Fargo is verbal communication strategy, explicitly focusing on oral communication. Meetings will work quite well especially since feedback will be
ASSIGNMENT 4 : RESISTANCE AND COMMUNICATION obtained immediately (Greenberg & Baron, 2013). This way, the strategy will work well for the organization as all delays will be done away with, and the best course of action implemented more promptly. Communication plan for the change initiative Communication objective The objective of the program is to improve performance in the organization, foster team development, and facilitate updates, to focus on inclusion for all stakeholders, decision makers, a nd personnel in Wells Fargo. Audiences Stakeholder groups focused on, in this initiative include; consumers, personnel, management and shareholders (Kraut et al. 2010). Key message The primary purpose of the organization is to deliver exemplary services to all consumers, while upholding quality in the process, and enhancing inclusivity for the use of strong cohesion, and building a healthy organizational culture of unity. Communication constraints The primary issue that may come up involves the diversi ty in operations considering the numerous operational locations (Kraut et al. 2010). However, virtual teams will be monitored throughout the program rollout. Communication approach