Attitudes Towards Change

Attitudes Towards Change

Change is an inevitable part of life, especially in an organization. Organizations must constantly adapt to change to stay competitive and efficient or risk being left behind in a constantly changing business environment (Sindhuja,2017). As someone who has been working in the same job for several years, I recently experienced a major organizational change in my job. The source of this change was the announcement of a new company-wide initiative called “Project Fusion.” This project was an organizational structure change by the management intended to bring together employees from different departments and create a more collaborative and efficient working environment. As someone who had always been part of a single department, this was a major shift for me. At first, I was a bit hesitant about this change. This was because I was worried that such a change would disrupt the comfortable and familiar working environment I had grown used to. I was also concerned that I may not have the skills needed to collaborate with employees from other departments, and that any changes to the organizational structure would make it more difficult for me to do my job in the same way I have been doing it. Furthermore, I was uncertain about the potential impacts of such changes on my job role and career prospects. 

Organizational change can be a challenging process for individuals to manage, as it often involves shifts in job roles, responsibilities, job security, and the way work is accomplished. The fear of change is a natural response to the uncertainty and potential risks associated with the unknown. According to Smollan and Sayers (2009), fear of change can be caused by a number of factors, including a lack of understanding of the change process, a lack of trust in the organization and its leadership, the potential for a decrease in job security, and a lack of control over the process. In addition, individuals may fear that the change will result in a disruption to the organizational culture and that their current work styles and habits will no longer be accepted. As a result, employees may resist change in order to protect their existing positions, relationships, and ways of working. 

After the change was implemented by the management, I had the opportunity to work with people from different departments who had different skills and knowledge. This allowed me to expand my knowledge base and develop new skills. The new project allowed me to work on more diverse and interesting projects. It was a great opportunity for me to challenge myself in new ways to develop my skills and expertise by working with people from other departments. I was also able to take on more responsibility in my job, which was a great way to develop my leadership skills. The new project also helped me to create a more positive working environment. The increased collaboration between departments helped to create an atmosphere of mutual respect and understanding. This allowed me to build better relationships with my colleagues and to work together more effectively. Individuals embrace changes in an organization because it can be beneficial as it offers them the opportunity to develop new skills and gain new experiences (Senior and Fleming, 2006). Individuals who are willing to embrace change are seen as more valuable team members and are often held in higher regard by their peers and supervisors. I was finally able to embrace organizational change due to the good opportunity it presented to me and I am excited to see what the future holds.         

Reference

Senior, B., & Fleming, J. (2006). Organizational change. Pearson Education. 

Sindhuja, S. (2017, February 6). Organizational change: Meaning, causes, and its process. Essays, Research Papers, and Articles on Business Management. https://www.businessmanagementideas.com/notes/management-            notes/organisational-change/organisational-change-meaning-causes-and-its-process/9178 

Smollan, R. K., & Sayers, J. G. (2009). Organizational culture, change, and emotions: A qualitative study. Journal of Change Management, 9(4), 435-  457. https://doi.org/10.1080/14697010903360632