overcome change through manipulation, cooptation, and coercion, but the effects can be negative and undo any positive effects.Creating a sense of urgency around a necessary change is the first stage in “unfreezing” and putting employees into action. John Kotter established this as the first mistake managers make when implementing a change; not creating enough urgency by presenting a compelling reason for why the change is needed, (Robins & Judge, 2011). When presented with a clear picture and a vision for growth employees will engage in the necessary steps to bring about the desired improvements. Understanding the goal and the reasons for the challenges given creates personal interest and team involvement. Establishing healthy stress that is supported by the work environment and challenges employees has been known to improve job performance. Depending on the level of commitment to the organization by each individual depends on his or her actions towards the urgency. Knowing your personal value for the improvements to connect the upcoming changes will establish a personal urgency towards the goals. Employees can resist growth when there is not an understanding for the change or where that change will place your importance as an employee. A change in job descriptions does not make an employee less valuable, but an organization more profitable. Given the proper vision the urgency for the change will meet each employee with action and ignite the changes into movement.
This is the end of the preview.
access the rest of the document.