Change Management and Resistance My Company Changed

Change Management and Resistance

My company changed the client management system. There is no formal system for managing client information. Employees will now be required to use one client management system. We need to implement the plan and will create a change management plan. Identify the potential sources of resistance to change and develop strategies to manage resistance to change. We need to choose the appropriate channels to communicate the change to employees and why we are justified in using these channels. We should list and address all obstacles to effective communication and strategies for overcoming the barriers.

Recent years have brought about tremendous growth in our business. We recently upgraded our processes that improve the quality of service to customers. This has included a new client management system designed to automate communications, improve response times, and eliminate complex forms, red tape, and uncoordinated return/complaint processes that have led to customer inconveniences and frustrations in the past. The company has an objective to improve overall customer relations. It is believed that this will improve communication and outreach to customers which will potentially increase sales and help us gain an edge in the marketplace.

This is an example of organizational change. Change management involves the redesign and improvement of operational processes and systems so that the resources required for delivering goods and services are optimized to their full potential (Menconi & Desmond, 2000). This improves productivity in just about every business units and department including purchasing, manufacturing, shipping, packaging, supply chain, human resources, marketing, finance, and information technology (Ferreira & Andrade, 2011).

Communication becomes a major factor whenever changes occur, particularly if it is something that impacts the entire enterprise. The appropriate channel is the one ideally suited to getting the word out on a mass level as quickly as possible (Reinertsen, 1999). The message needs to be easily disseminated, clear enough for all personnel to understand, and should offer a means for them to ask for questions or seek additional help. Channels for consideration are companywide email and newsletters, company intranets and portals and printed literature sent to all employee mailboxes. By combining several types of messages and channels, all employees are able to receive the needed information and updates several times which will reinforce the message. Managers must think through their respective areas and what might work best for their particular employees.

Upgrading to an efficient client management system can improve efficiency, impact customer service, and improve a company's competitive advantage (Ferreira & Andrade, 2011). Rolling out a new system involves planning and controlling for various tasks making sure that resources are used optimally (Reinertsen, 1999). The benefits include new business processes that are aligned with corporate objectives, decreased risk and uncertainty, a sense of direction, and increased organizational effectiveness (Ferreira & Andrade, 2011). A major part of planning involves working around employee resistance. Resistance is any energy that slows or stops forward movement (Butler et al., 2011). It may be rational or emotional and is deemed by organizational psychologists as a natural part of encountering change. It is often a subconscious means of protecting oneself from harm or anything that threatens their sense of stability.

There are three primary levels of resistance (Beutler et al., 2011). The first level is based on information. If there is a lack of information about what the new client management system is or why it is needed and what is expected of employees, confusion will set in and resistance will likely result. The second level of resistance is emotional. This is a powerful form of resistance that involves physiological responses such as a rise in blood pressure, surges of adrenaline or a quickened heart rate based on a strong and unsettling fear of the unknown. This is the world of fight or flight response, even if the person is unaware (Menconi & Desmond, 2000). It is important to note that second level resistances can often lead to a breakdown in communication. If a person perceives a loss of power or control, respect, money, or status, a true fear may set in that makes teaming impossible. In addition, second level resistance may come from feelings of being overwhelmed, helpless, or rejected. Older employees or those with less computer skills may feel threatened by a new, innovative technical system and doubt their abilities to learn it. They may be fearful about disappointing managers and other team members or losing their job.

Finally, the third level of resistance is a reflection of personal feelings about people involved or the relationships at hand (Butler et al., 2000). A person may actually love a certain idea, concept or impending change. However, if they dislike the particular manager delivering news of the change, they may resist. This could happen if the company brings in an outside firm or decides to outsource some positions. The new group is often regarded with skepticism. Sometimes senior managers are simply viewed as tyrants who are out of touch with what is happening at lower levels in the organization, resulting in resentments. Level three resistances may also involve personal history, past incidents, and cultural, religious, and racial differences. Resistance at this level is often based on mistrust or past injustices (or perceived injustice). A person may believe that he or she is basing their reaction or assessment completely on facts when their resistance may be actually based on personal views and attitudes.

There are steps that the company can take to address resistance in all its forms. The company can overcome level one resistance by increasing information. Providing stronger arguments for change, offering more detailed facts, elaborating on processes, and offering analysis in the form of numbers and figures can prove helpful in combating resistance to an idea, concept or impending change at this stage (Menconi & Desmond, 2000).