Strategies for managing attitudes
Negative attitudes towards change in the organization can facilitate considerable resistance from the employees. The management should be made aware of impending resistance to change. This can be attained by understanding their employees and knowing when they are not satisfied. Job satisfaction is one thing that motivates employees in a given organization. The leader can always learn of the different moods of the employees at any time. Thus, leaders should set good examples when initiating change in the organization. They should also communicate properly and let the employees understand each concept that is implemented. As a leader, one should identify the potential troublemakers in the organization and make them understand the importance of each strategy being implemented within the organization. If potential troublemakers and complainers adopt the change, then the other employees are likely to follow suit (Luecke, 2003).
The role of leaders in managing change
Transformational leaders have the ability to lead by example hence can influence other people in their organization to embrace change and make it sustainable. Transformational leaders can also identify factors that might hinder and block the planned change. Such factors include ineffective communication and lack of employee involvement. Thus, these factors should be avoided or eliminated to sustain the planned change. Change in an organization can also be sustained through the generation of short-term goals that are easily achievable. When employees achieve the goals set by planned change, they embrace change and remain committed towards ensuring that the change is sustained. The change should also allow frequent negotiations with employees in the organization. If employees are well catered for by the implemented change, they embrace change and remain motivated to achieve the set goals. It is always very important to communicate the change in an effective and efficient manner. This will ensure that there is no resistance in implementing the change. The change should be communicated during the commencement of a project. In this case, employees are free to ask questions that will be answered. New ideas can come up to ensure that the decision making process is effective. In addition, involving other employees help to implement change (Luecke, 2003).
Combining leadership and communication
Leaders in any organization are the figureheads. Therefore, they need to take charge of each situation that arises within the organization. Leaders should lead by example when it comes to introducing change in their respective organizations. If the leaders understand the change that the organization needs, then it becomes easier to establish the best strategy to implement change and make sure that all the other employees agree with what is being offered as change. Workers always view change as a threat to their normal, perceived way of life and activities. Thus, they tend to abstain from this change. For a change to be managed, the leaders ought to have the best communication skills. These skills are required to ensure that all employees follow the new change and desist from opposing it in their workplace. The change is meant to assist the organization towards achieving its goals and objectives. Leaders need to understand employees and their needs to facilitate the process of getting a clear picture on why change is important in the workplace (Paton & McCalman, 2007).
Factors that can sustain planned change in an organization is through appreciation and reward system. When employees are appreciated and rewarded for their hard work, they can embrace and support change. A nurse leader should also establish effective leadership systems for sustaining the implemented change. When employees are informed of what is always expected of them, they act appropriately ensuring that the implemented change is strengthened and maintained (Cameron & Green, 2004).
Cameron, E., & Green, M. (2004). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. London: Siege.
Luecke, R. (2003). Managing change and transition. Boston: Harvard Business School Press.
Paton, R., & McCalman, J. (2007). Change management: A guide to effective implementation. London: SAGE.