To ensure successful change management, it is important to acquire the necessary cooperation, collaboration and co-ownership of the stakeholders of the organization and address resistance to the status quo. In the case of CrysTel Communications, all departments, except for the Department of Human Resources, would require an increase in staff and more training to address the added pressure of introducing the new technology to the product line. The training areas include product knowledge information, further training in the technical aspects of the new technology, smart goal setting and, a thorough communication plan. Communication plan should include timelines for implementation, new policies and procedures. The issue of staff retention/turnover also needs to be addressed.
The first resistance mitigating strategy employed by CrysTel was the 'Normative re-educative Strategy'. This strategy focused on the values of each individual and that changing those values will change specific behaviors and thus reduce change resistance. “It is based upon core beliefs, values and attitudes. So change will occur as individuals change their attitudes and this leads them to want to behave differently” (Change Management, 2004). CrysTel used surveys to determine how employees felt about their positions, peers and supervisors, which then led to better understanding what they needed for change to occur. The umbrella principle of this model is that individuals own their re-education and this gives them the opportunity to “buy into” the change on a personal level.
The second strategy is the 'Rational-empirical Strategy'. This strategy is relies on the use of persuasion. The strategy assumes that individuals are rational and will therefore do what is in their best interest. By persuading individuals to believe that it is their own interest to adjust to the change, they will then feel better about the adjustment. By using this strategy, employees were more easily persuaded to accept the change.
The final strategy is called the "Action-centered strategy". This strategy essentially focuses on the actual problems and creating solutions to those problems. CrysTel used the surveys to identify problems and implemented activities that would solve them.
Given that CrysTel main goal is to increase market share by adding to its product line, success will be contingent up its ability to deter the impact of change on the organization. It is therefore vital to evaluate and analyze the different departments with regard to their readiness for change. CrysTel must align all departments to function efficiently in order to manage change. Any deficiencies in communications between departments impede the development of compatible goals and measures.
CrysTel used an employee survey to discover weaknesses in the system and the recommendations to assist CrysTel in enabling change include managing the human aspects within the various departments. Every department must fully understand that are affected by the every other department’s performance.
Without satisfying the business need and being accepted by stakeholders, the effort spent, even if the project is executed on time and on budget, is for nothing(Berman, Ch 3). Stakeholders in the simulation have differing opinions and perceptions with regard to how the introduction of the new technology would affect their departments.
The chart below is a summary of the challenges to CrysTel Communications.
Crystel has to keep up with the market and be able to compete effectively. In order to stay competitive , Crystel Communication Systems has decided to change their product portfolio and included wireless communication as a new service This change will have impact on different company’s stakeholders. For each of the major impact areas and key stakeholders, Crystel has to identify and develop strategy to ease the impact and change management of the new processes. Through a proper change management, stakeholders can be managed to have a positive perception of the change. As a result, they will support the project change effort and become a change advocate that lead to success of change.
Conclusion
Building a culture that is flexible and responsive to change requires behavioural sensitivity, action, and evaluation of behavioural strategies. This requires close monitoring and support from the top management to ensure that these organizational development initiatives succeed. CrysTel has developed a business change strategy to deal with changes in the current market and to place them in a better leadership situation for future growth. The measurement towards these changes will provide proper feedback and the ability to monitor their success. CrysTel has laid the foundation for change and the strategy for a stable future; they are doing the great thing the right way.
References
Berman , J. (2007). Maximizing Project Value (1st ed.). New York, NY: AMACOM
Change management (2004). Change management. Retrieved Jan 20, 2008 from http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm
Leading Change. (2004). Apollo Group Inc. Leading Change Simulation. Retrieved January 19, 2008, from http://ecampus.phoenix.edu.
Managing the Human Aspects of Organizational Change. Retrieved Jan. 20,2008, from http://www.workinfo.com/Free/Downloads/316.htm
Southwest Educational Development Laboratory (1992). Facilitative Leadership: The
Imperative for Change. Retrieved January 20, 2008, from
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