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Change Implementation
Type of Change
The organization will implement a subsystem change since it involves the implementation of a new method of tracking sales within a sales and marketing department. Typically, organizational subsystems are all about a group of employees that come together in a single department to provide services in a single-work related function (Boonstra, 2008). Subsystems have their formal and informal rules as well as communication structure and flow. The success of the whole organizations depends on the success of subsystems. The sales and marketing department is an example of a subsystem, and are led by a departmental manager that answers to the CEO. A change in a new method of tracking sales will involve the employees within this department, a rationale as to why this is a subsystem change.
Analysis of the Change Process Necessary for Implementation of the Plan
The implementation of the new method of tracking sales will be based on Kotter’s 8-stage change management model.
John Kotter came up with eight steps for managing change which change leaders should follow if a change initiative should succeed. The model is summarized below.
Step 1: Establish a sense of urgency
People concerned with the change initiative must understand why the change is necessary and why it has to occur urgently. If there is no sense of urgency, the change would not feel important (Kotter, 2012). In this case, the change leaders will create a sense of urgency about the need for a new method that will rack sales. For instance, employees will be advised that the current method of tracking sales is ineffective, results in happy customers, and competitors have the advantage by using updated tracking systems. Such eye-catching scenarios will nurture a sense of urgency and will hit the employees on a deeper emotional level, minimizing the likelihood of resistance and negative responses.
Step 2: Create a guiding coalition
There is a need for a guiding coalition that will drive the change. This may include vital stakeholders within the organization, such as employees or members of the executive management who will offer support for the change process (Kotter, 2012). After establishing a sense of urgency around the need to implement a new method of tracking sales, the change agents will be able to bring the right people together. The team should have the appropriate skills and credibility as well as leadership capacity to propel the change. The right team will have the opportunity to engage in open and honest dialogue about the new method of tracking sales, ensuring they are fully committed to the change project.
Step 3: Develop a vision and strategy
There is a need for a vision of where the firm needs to go and how to get there. This will convince people how to get to the expected change (Kotter, 2012). The vision in this case is to have a new method of tracking sales that can contribute to the competitive edge while ensuring customers are satisfied. After creating eye-catching situations and a team to handle the change project in the initial steps, some members of the change team may see problems and solutions. A vision ensures all members of the team see solutions in the change because a common goal will guide them, The vision will include a step-by-step plan of implementing the change and a budgeting plan to ensure the change team can afford the change project.
Step 4: Communicate the change vision
Once there is a vision and strategy, there is a need to communicate it throughout the organization (Kotter, 2012). The process of communication ensures top organizational leaders buy into the idea of implementing a new method of tracking sales and accord necessary resources towards its implementation. The objective of this change project is to get as many departments as possible on the side, ensuring the whole organization works towards the same goal. The change team has to keep communication simple and to the point so that every vital stakeholder within the firm understands the project.
Step 5: Empower others
To implement the change, there is a need for empowering team members because employees throughout the organization need to feel they have control of their destiny. This includes giving employees the power to implement the change at a personal level (Kotter, 2012). The change agents will remove any barriers to the implementation of the new method of tracking sales. Specifically, change leaders will focus on building self-confidence and optimism among every person involved in the project. There will be a comprehensive communication system that ensures relevant stakeholders get feedback about the progress of the change project.
Step 6: Generate short term wins
This will demonstrate that the change delivers results. It will prove that the new direction is the appropriate one (Kotter, 2012). The goal of the short time wins will be to provide feedback to stakeholders about the validity of the vision and strategies, build faith on the project, and disempowering the cynics (Kotter, 2011).
Step 7 & 8: Implementing and Sustaining Change
After completing the steps above, the final steps will involve maintaining the momentum of implementing the change. After the implementation of the new method of tracking sales, the change team will focus their attention on creating a new culture evolving around the method. Creating a new culture will involve achieving tangible results and profitability quickly using the new method of tracking sales and reinforcing the new methodology through training and coaching of employees in the sales and marketing department.
Recommendations for Dealing with Resistance
There are varieties of strategies that can be implemented to minimize resistance to change. For instance, it will be vital for the change leaders to address personal concerns first. There may be employees that worked well with the current method of tracking sales and may be unwilling to let go (By, 2005). This means that the change process should begin by telling the employees about the wonderful things associated with the new method of tracking sales. Change agents that deal with personal cancers of users are less likely to experience resistance to their projects.
Also, linking the proposed change to issues that people care about is another viable strategy that can minimize resistance (Boonstra, 2008). In this case, change agents should show that the change in the new method of tracking sales is connected to improved compensation and salaries due to an increase in profitability. This strategy is also linked with the strategy of tapping into the desire of people to avoid loss (Boonstra, 2008). Since employees are sensitive to losses than gains, it will be a practical idea to tap into the employees’ desire to avoid loss when implementing the new method of tracking sales. Hence, instead of not only advising employees on what they will gain from this change project, but it will also be vital to inform them what they will lose if the company does not implement the change project. For example, the employees may be told failure to implement the change can result in the loss of lucrative markets that contributed towards the company’s revenues.
Furthermore, resistance to change can be minimized by tailoring information to the expectations of people (Boonstra, 2008). The invisible and unconscious mind governs much of people’s thinking. For example, an employee may view a new organizational structure as a good change since they expect to be promoted, and will be willing to accept such changes. This means that the new method of tracking sales should be explained to relevant stakeholders in a manner that matches the way they see the world.
In the same way, it will be possible to avoid resistance if change leaders appeal to the whole brain. The brain is made of two parts: the left side that is tasked with processing analytical and quantitative information and the right side that processes textual and emotional information (Andreatta, 2017). For this reason, instead of explaining the need of a new method of tracking sales by using charts, numbers, tables, and so on, change leaders should also use vivid imagery that appeals to the emotional aspect of employees (Andreatta, 2017).
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