Psychology of Change Management in Organizations

Introduction

Productive behavior modification is significant as part of psychological change management. In order to reorganize the mindset of employees effectively as a change management strategy, it is important to inspire a purpose-driven mindset, reinforce systems, and incorporate necessary skills that can sustain the change. In addition, consistency in role allocation may create a holistic work environment to empower and inspire employees to not only accept change but conform to change. This reflective treatise reviews the above concepts as applied in the article, The Psychology of Change Management.

Key Issues

In the article, The Psychology of Change Management, change is only sustainable when employees are inspired to believe in the alternation to make it work since most organizations are dynamic. Besides, it is significant for organizations to instill this changing mindset in the employees to ensure that they internalize the need for change and appreciate the necessity of the change (Antar 198).

In the end, the change agents and subjects will read from the same page since behavior reflects actions in accepting or rejecting change. Another important element of behavior modification is a reinforcement of organization systems to balance productive and counterproductive behavior. Reinforcing systems in an organization are likely to not only create the structures for implementing the change but also systems for monitoring its progress.

As a result, the change process and success tracking will be as dynamic as the organization and employee orientation to sustenance the alternation (Abadzi 34). Like the last puzzle, the management should be proactive and equally driven to ensure that the systems work. Lastly, role allocation is important in ensuring that the change process or strategies are aligned to the skills and qualifications of the agents responsible for executing the change (Halbur and Halbur 12).

It is important to note that change does not just occur because it seems to be a good idea, but it occurs the moment responsible people are satisfied to justify the difficulties of incorporating transformation (Ditkoff par. 6).

As a result, professionals are obligated to ensure that change in an organization is interconnected with strategies that guarantee success. This will ensure that such a change takes place in a progressive way instead of concentrating on the benefits expected as a consequence. Therefore, change agents, who have an understanding of a need, should take up the role of ensuring that they offer assistance in tracking attitudes related to the expectations (Sylvia and Kowalczyk 33). In order to create a clear picture of the above description, there is a need to create systematic change initiatives that address the needs through prioritization of different change instruments to ensure that the outcome meets the expectations.

Recommendations

The change managers should embrace a consultative approach to ensure that potential success factors, which guarantee a smooth and successful change process, are followed. There is a need to introduce an accreditation initiative to establish the relevance of any change initiative. Basically, the accreditation initiative functions on the need awareness as part of confidence mitigation in an organization (Bustin 18). The accreditation aims at satisfying employees’ needs through building confidence in the changing image as necessary. Accreditation initiative as an aspect of change management refers to activities that are employed to promote and maintain interest towards a proposed initiative. Actually, quality assurance is aimed at handling issues that might affect the change process, especially in a dynamic organization.

Works Cited

Abadzi, Helen. Efficient Learning for the Poor: Insights from the Frontier of Cognitive Neuroscience, Washington D.C: World Bank, 2006. Print.

Antar, Ahmad. “The Effects of Job Satisfaction and Work Experience on Employee- Desire for Empowerment: A Comparative Study in Canada and India”, International Journal of Management, 29.1(2012): 190-200. Print.

Bustin, Gerald. Take Charge: How Leaders Profit from Change, Irving, Texas: Tapestry Press, 2004. Print.

Ditkoff, Mitch. Asking for Permission to Facilitate. 2013. Web.

Halbur, Duane, and Vess Halbur. Developing Your Theoretical Orientation in Counseling and Psychotherapy, New York, NY: Pearson Education, 2014. Print.

Sylvia, Flatt, and Stanley Kowalczyk. “Creating Competitive Advantage through Intangible Assets: The Direct and Indirect Effects of Corporate Culture and Reputation.” Advances in Competitiveness Research, 16.2 (2008): 34-38. Print.