This is experienced as a result of the desire to maintain status quo. In some organizations, a minor change to the responsibilities of the organizations requires much time and resources (Want, 2006). Change can lead to conflict. Individuals become attached to things they consider as the norm of their workplace. When change occurs the employees have difficulty of letting go of the status qou.
Deborah Brock (2009) article, “Moving beyond Deviance: Power, Regulation, and Governmentality” unpack the construction of the discourse of normalization which determines what is normal and abnormal in society. Furthermore, Deborah Brock discloses, how social regulation, moral and governing bodies have shaped the creation of what is normal. Those regulatory bodies are social institution such as, school, religion and political agendas have all influence our socialization in society and influence our beliefs. Audre Lorde gives a construction of a normalized gaze that is a dominant discourse that is perpetuated in society to represent truth.
If employees don’t change their attitude and old practices to embrace new ones ;it will break the company. Resistance is something that every company experiences. Many employees tend to resist to changes. Reinforcement should be applied. There is three stages of the Lewin’s change model which are unfreezing,changing and refreezing.
“The secret of change is to focus all of your energy, not on fighting the old, but on building the new” (Socrates) . Everyone encounters change; it is not an if, rather than a when. People believe that they can change their path or what is happening around them. But, most of the time one cannot. So, they end up with a realization of what is truly important; what they should be doing or how they should be acting..
Introduction Theoretical orientation is the concept of providing practitioners with theory based framework .The purpose of the theory is to help guide the social work professional in a setting while intervening with individuals, families and treatment. Theoretical Orientation also help the social worker to work with the clients to set their goals and ackwlodge certain techniques you may use while using a specific theory. In this reflection paper I will deliberate on developing a Theoretical orientation, Exploring your theoretical orientation, Integrating your theoretical at your field placement, and Task group techniques. Developing A Theoretical Orientation From Halbur & Halbur (2011) the strategies that were suggested to help the professional
Change is inevitable. It is the only thing that is constant in life. Resistance to change is a natural reaction, rooted in our past experiences, cultural norms, and innate psychological needs for certainty and control. The concept of change is very challenging for many individuals. Hesitation about accepting change reduces the possibilities and opportunities for development and limits opportunities.
Key factors to change management principles and activities would include: • Generate a sense of urgency – as the learning and development director and leader I would inspire, drive, and create the energy required to make change happen by creating the atmosphere to move an organization forward. • Shape a guiding union – with an organization that is geographically dispersed, building relationships and getting buy-in is critical while ensuring each member or team understands the organizational value of any necessary
As the Greenfield Police Department chief, what changes would you implement to improve morale and increase motivation among officers not pursuing supervisory positions? I would go back to monthly awards but tailor them around community policing. If officers are not interested in pursuing supervisory positions they need additional motivation to showing up for work and giving it 100%. Is resistance to change a sign of low morale and lack of motivation?
Change is an unavoidable part of life. According to Timmins (2011), very often people feel safe in their routine, they do not like changes, and they do not want to leave their comfort zones. Increasing knowledge and involving in decision making process can decrease fear, anger, and resistance to changes. People plan to changes can use different change theory and they can find one the best for them.
Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.
This literature review will be covering the topic on research paradigms. There are three major paradigms in the research paradigms which are the positivist paradigm research, interpretivist paradigm research and critical paradigm research. Each research paradigm has its own strengths and effectiveness due to their unique features which are specific to their particular approach as well as weaknesses. All researchers have their own beliefs and methods while conducting a research. Therefore, the ways of research studies conducted are vary.
This reflective model is very simple and often used as the first step on the ladder of the reflective practitioner. This model encompasses three simple questions to be asked of the experience or activity to be reflected on, what? So what? Now what?
My experience in Change Management is very limited. The theoretical knowledge I have acquired during the first four weeks of this module has made me realize that transforming organizations is a difficult and complex task. I have read case studies mentioning the unique contribution of change leaders whose role is to talk to people’s hearts and minds. I have also understood how important is to reconcile conflicting interests and emergent tensions between top-down transformation initiatives and functional operations. Despite the widespread belief that managing change is tough, there is little agreement regarding the factors which influence change the most.
As mentioned earlier, communication and information provision help reduce employee’s resistance to change and hence create an organizational culture that values change. According to Gill (2002), communication is the ‘blood’ of organizations and ‘oxygen’ of change implementation. Poor communication between leaders and the individual staff, on the other hand, could impede change programs (Huczynski and Buchanan, 2001, cited in Burnes, 2003). Frahm and Brown (2005) identify three communication channels, namely strategic information provision by top management, operational information provision by direct supervisors and conversations between peers (cited in Peus et al., 2009). During strategic information provision, top executives explain why changes are necessary and define their expectations from these changes projects, whereas during operational information provision, direct supervisors clarify roles and responsibilities during change processes and new requirements, if any, after the change and answer questions.
Approach-Approach Conflict- Staying single or start dating someone new is a recent conflict I dealt with. The reason I believe it to be an Approach-Approach Conflict is simply because they are both good things. I love being single and living on my own. I don’t have to answer to anyone and I can come and go as I please.
