SUSTAINING CHANGE OVERTIME 1
SUSTAINING CHANGEOVER TIME
Most individuals tend to resist changes, and if the personfacilitating the practices is a new leader, it might prove morechallenging. Some companies tend to develop well-laid out plans formaking the alterations, but they tend to derail and eventually fail.The paper seeks to investigate various approaches that a new leaderin a firm can adopt to sustain change overtime in an organization anddifferent factors to consider ensuring the amendments are permanent.
A new manager can maintain modifications in a company bycommunicating the need for change to the employees. The managementneeds to explain clearly to the workers why the organization isimplementing the new adjustments and also focus on how they stand tobenefit once the plans are underway. Change can also be sustained bygetting the staff involved in the process early and often. It isargued that resistance is likely to reduce if the number of involvedparticipants increases (Hodges & Gill, 2015). Therefore, byengaging employees in phases to the change process shall help inreducing the likelihood of resistance thus achieving sustainability.Another way a new leader can obtain sustained amendment over time inan organization is by creating opportunities that have a highprobability of success. It implies that the manager should firstengage the workers in activities that have a high likelihood of beingsuccessful as it tends to encourage the staff to embrace themodification process.
Change can also become a permanent feature of an organization byalways providing support for change. The employees shall developconcerns and as a new leader, give them the voice to talk andinteract with others who have experienced similar changes as itprovides them with reassurance. One also needs to remain highlyflexible and patient with the workers to overcome all challenges. Anew leader might also need to be role models since when theydemonstrate by example they also create an effective performanceculture ((Hodges & Gill, 2015).
Hodges, J., & Gill, R. (2015).Sustaining change in organizations. London [u.a.: Sage.