Types of Resistance and Addressing Them

Using Kotter’s model, describe a strategy of how to implement this change

Kotter’s change management theory defines eight stages where each of them emphasizes on the identical strategies related to people responses on transformation (Carnall, 2018).  

(Sources: Cameron & Green, 2015). 

Establish a sense of urgency is the initial phase of a change management model that focuses on developing a sense of urgency between people to motivate them to shift with respect to the company’s goal. In addition, team building is the next phase of change model that is related to developing the team by combining certain elements such as information sharing, skills, and commitment within an organization. The third step of Kotter’s change model is building an appropriate vision that considers building a vision for transformation (Doppelt, 2017). This phase is not the only approach of transformation but also link the emotional sentiment and innovation with the goal of business. The next phase of change model is communication in which an individual associated with the transition and their need is a significant element of Kotter’s change management theory. In addition, moving and empowering the act is next procedure of change model in which an individual has a requirement to eliminate and avoids the barriers by developing feedback in a feasible manner (Kuipers, Higgs, Kickert, Tummers, Grandia, & Van der Voet, 2014).

The short-term goal is the sixth phase of Kotter’s change management model in which Bow Valley Manufacturing should emphasize on short-term goals and categorizes the objectivity into small and attainable elements. Consequently, it is a better procedure to accomplish the objectives and goal without using several internal and external factors. Persistence is the next procedure of change model that is a key factor of success. In this procedure, Bow Valley Manufacturing should not quite at the time of change procedure even there are several forces affecting the company (Lozano, Ceulemans, & Seatter, 2015). Along with this, incorporate change is the last phase of Kotter’s change process. It is significant to reinforce the change by making the positive working atmosphere and organizing transformation effectively.

Implementation of Change plan	Start Date	Last Day	Duration (Days)
Establish a sense of urgency	23-11-2018	30-11-2018	8
Form a powerful guiding coalition	01-12-2019	01-01-2019	30
Create a vision	02-02-2019	02-04-2019	60
communicate the vision	03-04-2019	03-05-2019	30
Empower others to act on the vision	04-05-2019	04-06-2019	30
Plan for and create short-term wins	05-06-2019	05-07-2019	60
Consolidate improvements and produce more change	06-07-2019	06-08-2019	30
Institutionalise new approaches	07-08-2019	22-09-2019	45

As per the above chart, it can be stated that for making plan and creating short-term wins and creating vision take more time as compared to other activities.

Managers can communicate the cause of changes and procedures that will be required to make transformation at the workplace. For instance, when Bow Valley Manufacturing has required implementing a process that would aid to gain the efficiency of the employee then they have required of the high amount of workforces for developing new process and sustaining in the operation of the business (Cummings, Bridgman, & Brown, 2016).

Workforces feel reassured due to changes hence if they will be able to get on board regarding clear picture of what is going to happen and when. Bow Valley Manufacturing has to use a numbered systematic list to assure their employees regarding transformation. When workforces respond well to graphics, use them. It should also ensure to set expectations by enlightening the procedure so the individual can clearly address the road ahead (Verhulst, & Lambrechts, 2015). 

Reducing Dysfunctional Conflict in Hierarchical Management

It is critical to outline what needs to be done and when. Moreover, it demonstrates an infamous call to action. The company should demonstrate those factors that employees are looking at the end of the communication. It should highlight the necessary action by linking to websites. In addition, an effective communication is a two-way channel. Workforces will be aware of change when the management is communicating about it. An individual can perform real work in the company through high awareness. The company should develop a mechanism for input like hotline and suggestion box. It should also make sure privacy when necessary. It would be a good option for communicating the change (Ceulemans, Lozano, & Alonso-Almeida, 2015).

How you suggest the company addresses the three issues stated below:

Describe two types of resistance senior management might encounter from this organizational change and how you might address these

Senior management faces a certain type of resistance during organizational change. Workforces resist anything that threatens their job security and nothing screams. For example, employees feel they could be fired due to changes. In case of Bow Valley Manufacturing firm, the new structure will transform power to the executives responsible for different product groups but executive will not be responsible for manufacturing in their area but will retain control over sales activities. Hence, they will resist the organizational changes. In this case, the company should discuss with their employees about the causes of changes before making changes in the workplace.

Another type of resistance of change faced by senior management is the possibility of a less desirable condition (Rasche, & Rehder, 2018). For example, some executives want manufacturing area work but Bow Valley Manufacturing has transferred them into sales work. Hence, they can resist to changes and it may affect the workplace. The company should develop proper communication regarding causes of making changes and how they are planning to implement it. When workforces have no ideas regarding why change protocols are required then, the company should make feel comfortable and familiar to those employees who resist the changes at the workplace. There are accountabilities to schedule meeting in order to explain the changes that company is implementing and offers a forum for feedback, ideas and concerns regarding how to make changes as proficiently as possible (Lines, Sullivan, Smithwick, & Mischung, 2015).  

It is assessed that Bow Valley management as hierarchical and arrogant, whereas Elbow Valley managers were naive, cautious, and lacking an achievement orientation. This may create conflict among employees due to communication breakdown. It is assessed that while a person develops conflicting ideas then they eliminate to interact with each other. It declines communication between them and leads to loss of productive ideas (Rasche, & Rehder, 2018). 

For avoiding the conflicting dysfunction, an individual can avoid and postpone conflict by eliminating it and changing the concern. Avoidance could be effective as a temporary measure purchase time and expedient indicates dealing with minor and non-recurring conflicts.

Employees should work together in order to address a mutually beneficial solution to the issue. In addition to this, collaboration can also be a time-intensive and win-win solution of the conflict. It is also feasible while there is a lack of respect, trust, and communication between team members (Ceulemans, Lozano, & Alonso-Almeida, 2015).

It is assessed that the CEO wants everyone to support the organization’s dominant culture of lean efficiency and hard work. Adoption of this new culture may affect the employees as they resist to this changes. Due to this new culture system, people can leave the company regularly in order to get a better job and this may lead to generate the turnover issue. The solution retreats the rules and policies and gives their employees a voice. It is effective to make understand the employees how they will be participated in changes and makes a suggestion regarding how the change process will initiate at the workplace (Verhulst, & Lambrechts, 2015).

CEO can face that prospective teammates are less as compared to existing. Furthermore, HR management can discuss the hiring issue with CEO and resolve it. CEO should also listen to each employee to make them feel happy at the workplace. It should also illustrate the different causes of changes at the organizational level (Lozano, Ceulemans, & Seatter, 2015). 

References

Carnall, C. (2018). Managing change. UK: Routledge.

Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools, and techniques of organizational change. USA: Kogan Page Publishers.

Doppelt, B. (2017). Leading change toward sustainability: A change-management guide for business, government, and civil society. UK: Routledge.

Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The management of change in public organizations: A literature review. Public administration, 92(1), 1-20.

Lozano, R., Ceulemans, K., & Seatter, C. S. (2015). Teaching organizational change management for sustainability: designing and delivering a course at the University of Leeds to better prepare future sustainability change agents. Journal of Cleaner Production, 106, 205-215.

Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. human relations, 69(1), 33-60.

Verhulst, E., & Lambrechts, W. (2015). Fostering the incorporation of sustainable development in higher education. Lessons learned from a change management perspective. Journal of Cleaner Production, 106, 189-204.

Ceulemans, K., Lozano, R., & Alonso-Almeida, M. D. M. (2015). Sustainability reporting in higher education: Interconnecting the reporting process and organizational change management for sustainability. Sustainability, 7(7), 8881-8903.

Rasche, C., & Rehder, S. A. (2018). Change management. UK: Kohlhammer.

Lines, B. C., Sullivan, K. T., Smithwick, J. B., & Mischung, J. (2015). Overcoming resistance to change in engineering and construction: Change management factors for owner organizations. International Journal of Project Management, 33(5), 1170-1179.