Celebratory practices are essential for the success of any business organization in effective change management. It increases intrinsic motivation and focuses on the process and efforts instead of outcomes and results. When people are intrinsically motivated in effective change management, team members are more likely to engage in their duties for the joy of doing, even if there is no reward. The positive emotions are enhanced by the team’s efforts in different departments.
An example of celebratory practices perceived as genuine is the final status celebration and knowledge gain practices. Final status practice describes the specific things and journeys the team made to accomplish success. It entails celebrating the people by issuing them with certificates, success banners, and posters. Knowledge gain celebration supports the initial and final scores of staff within the organization and notes the whole team’s growth (Heckelman,2017). Effective strategies for celebrating successes in an organization include rewards and remuneration. This may take the form of giving presents, gifts, and incentives. In addition, public recognition and acknowledgment of the teams involved in the firms’ operations. This strategy is a great way to celebrate success due to its impact on the broad scope of the organization.
Facebook is one of the best organizations with genuine celebratory practices worldwide. They celebrate their success by creating ‘Faceverseries’ with balloons and many posts to recognize and thank their employees. In addition, the company has an internal ticker that tracks the percentage of people you are ahead of in your tenure at the company. The impact of this practice is that the employees are highly motivated to work and achieve the best for the firm. Nike, the sportswear giant, has used contrived celebratory techniques, which led to a mass demonstration by the employees and a lack of trust. They allegedly failed to support women within their organization, hurting its bottom line.
Reference
Heckelman, W. (2017). Five critical principles to guide organizational change. OD Practitioner, 49(4), 13-21.