see the need for change themselves, they will come aboard (Armentrout, 1996). A sense of insecurity. When asked to carryout a change effort, employees may be reluctant to try new ideas and opt instead for old methods. Acknowledging the fears that change can invoke and creating and creating an environment that fosters and rewards innovation can help break this barrier (Armentrout, 1996). Conflicts in personality. A clash of personalities can derail an intended change effort. Change will often require employees to form new relationships with other workers. With these new alliances comes the potential for conflicts. One of two things can be done to avoid these conflicts. An informal meeting may be called where employees can air their difference or staffers can be counseled that professionals rise above personality differences to get the job done (Armentrout, 1996). STAGES OF CHANGE IMPLEMENTATION Todays managers must visualize the future and engineers the changes to get there. There are certain steps that can be taken by managers in order to make change easier on employees and gain their commitment. These principles for managing resistance to change from employees are as follows: 1. PROVIDING RETIONALE Reasoning for change should be shared with employees. Take the time to explain they the change will benefit the company and how it will help to achieve the companys vision and values. The more employees see that their intelligence is respected, the more open minded they will be to the change. 2. BE EMPATHETIC Employees need to know that management appreciates the difficulties such a change will create. The effect the change will have on people must be thought out and then something must be done to lessen the negative effects. 3. CLEAR COMMUNICATION Communicate all particulars and details as simply, clearly and extensively as possible, both verbally and in written form. Explain in detail the specifics of the transitions that need to occur in...
