Barriers in the Path of Change and the Overcoming Them

Question: What do you see as the major barriers to change and how would you overcome them? Answer: Barriers in the path of change and the overcoming them Once a person brings about a change in the organization, there will always be a collision among the employees (Haslam et al. 2014). In addition to this, the employee will have a collision with the person who is bringing the change. Hence, it is important that the person who is bringing the change should be patient with the employees and gradually bring the change so that the employees are able to understand the importance of the change. In this situation the employees are already demotivated because the former CEO did not give the desired recognition the employees (D'Cruz, Noronha and Beale 2014). Hence, it will be even more difficult for the present CEO to make the employees to understand that there is a need to change. Moreover, there can be some employees, who might deliberately acts against the organization and create a mischief. It will be a challenge for the CEO to identify those employees and take actions so that they are unable to create any barrier in the process of the chan ge (Cullen, Edwards, Casper and Gue 2014). The type of change needed and the challenges The former CEO has created many problems in the organization and hence, the company is in the verge of shutdown. The present CEO needs to enhance the work process in the organization so that the company is able to gain its original place in the market. Thus, it will be incremental change for the company. Incremental changes include innovations in the organization as well as in the products, introduce new products, introduce new technology and new process (Botha, Kourie and Snyman 2014). There will be old employees and new employees in the organization. The old employees might not understand the needs for the change while introducing incremental (Frankland et al. 2013). The old employees are used to work with old technology and old products, they may not like the new changes in the organization and oppose the changes. The CEO could make the change happen by asking the old employees to work in the new environment and new changes on a trial basis (Koerner 2014). If they do not like the change, they will be given the old setting and if they like the process, they could work in the new manner. The employees might like the trial period practice (Love et al. 2014). The will help the new CEO bring the change in a better manner. As the CEO is planning for an incremental change, hence there will be introduction of new products. The company is already suffering loss and they need to enhance the operations so that they do not suffer any more loses. In such a situation, making a new product will be tough for the organization as they will not have enough funds for such launch, thus, the CEO has to find out some other ways like structuring an old products to gain profit from the market (Kelly, Male and Graham 2014). Any old product that is no more available in the market due to the cost-cutting that have been happening in the past can be re-launched but with new look (Haslam et al. 2014). They have to design the advertisement and promote the products in such a manner so that it will look like that a new product have been launched in the market. However, while re-launching the products, the company should have to take measures to see that the quality of the products is not degraded and will not harm the buyers (Fra nkland et al. 2013). As the company is already suffering a loss, they have to be extra careful while the launch so that there is no further problem. The best way to combat the problems while brining the change is by following the Lewin;s model for change (Kelly, Male and Graham 2014). Figure 1: Lewins Three-step organizational planned change framework Source: Study Material As the model suggests, there are three stages of change. The first stage represents the old organization, which the organization needs to unfreeze (Love et al. 2014). The first stage includes the: Explanation of the change to the employees Segregation the old structure of the organization Assure the support of the management combat the issues of resistance to change The second phase represents the change process and the movement that takes place for any change (D'Cruz, Noronha and Beale 2014). In this stage, the employees need to be assured that the change will be for a better future. The organization will have to tackle the employees by: Communicating with the employees in a regular basis Not letting any rumor settle in the minds of the employees Incorporate new ways through which things could be done The third stage is the settling of the new organization (Cullen et al. 2014). The new phase is called the refreeze stage when the new process starts taking place in the company. The new environment could be made successful by the following manner By celebrating the success, which will help in rejuvenating the mood of the employees Make use of the change and sustain the change in the organization Provide support and training to the employee With the support of the senior managers, the issues faced by the employees will be solved promptly and there will be no room for any confusion settling in the changed environment (Botha, Kourie and Snyman 2014). 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