CMI 514 - Learning Outcome 3.4

Obstacles related to the physical arrangement and distribution of teams, impacting communication and task coordination.

A framework describing the emotional stages employees go through during organizational change.

The initial phase of the Change Transition Curve, characterized by disbelief and a sharp decline in performance.

Employees may resist the change and feel it's unnecessary, leading to further decline in performance.

Feelings of injustice and resentment towards the change, potentially directed inward or outward.

The lowest point in the Change Transition Curve, characterized by low morale and performance.

Employees actively seek ways to influence the change, hoping to negotiate a better outcome.

The final stage of the Change Transition Curve, where employees accept the change and adapt to the new reality.

Groups within an organisation that oppose or resist change due to conflicting views or interests.

Refusing to participate in a change initiative, often stemming from feelings that the change is needless, poorly planned, or misaligned with personal values.

A shared understanding of the change initiative's goals, values, and direction, encouraging everyone to support it.

Involving different groups, especially those who might resist change, in the planning and decision-making process.

Regular meetings, communication channels, and activities that promote collaboration among groups and individuals.

Involving leaders from different departments in key decisions, promoting a sense of collective responsibility.

Creating a feeling of ownership and responsibility for the change initiative among all employees.

Strategies designed to minimize the negative impact of barriers and increase the likelihood of a successful change initiative.

A significant obstacle to change when the costs of implementing new technologies or systems exceed expectations or budgets are cut.

Changes in an organisation's priorities due to external pressures like economic downturns or market shifts, leading to potential delays or abandonment of proposed changes.

Tactics used to delay change implementation, either consciously or unconsciously, by individuals or teams who are reluctant to embrace the change and postpone actions or decisions.

Feelings of negativity or fear experienced by employees in response to change, particularly when it involves restructuring, layoffs, or changes to established roles.

When employees actively oppose or work against change implementation, often due to feeling threatened by the change. Resistance can manifest as negativity, gossip, or even sabotage.

Experiences of sadness, worry, or uncertainty related to change, especially when employees feel unsure about their future or when change disrupts their sense of security.

Feeling of grief and sadness when facing changes that involve job restructuring, role changes, or the introduction of new systems.

A common emotional response to change, often driven by fear of the unknown or a perceived threat to personal security.

Stage in change where people adapt to new ways of working, embrace change, and work with positive energy and enthusiasm.

Stage in change where employees start to see the potential gains and benefits that the change brings, and they begin to embrace the new reality.

Open communication to understand the root cause of resistance, providing reassurance and validation. Involves explaining the reasons for change and giving employees a voice.

Acknowledge employee emotions, provide reassurance, and offer support during transition. This can include counseling, training programs, or career development opportunities.

Recognize the emotional impact of change, create a safe space for employees to express their thoughts, and involve them in the change process.