The paper 'Facilitating a Climate for the Social Construction of Change and Involvement' is A senior management consultant ones said that the notion of change agency, traits, and attributes of change has an important impact on the success or otherwise of the change program. This statement has implications in facilitating a climate for the social construction of change and involvement. Creating an enabling climate for the social construction of change and involvement involves the identification of key players in organizational change. Other than beneficial aspects of change, they are also considered risky.
According to Kaminski (2000), change interferes with some organization's operations while it is implemented. These factors are challenges that are likely to be faced during the social construction of the change process and will determine its success or failure. Change implementation committee must be well versed with the factors that influence change so as to develop strategies for minimizing or eradicating them. This essay provides a discussion on the implications the senior management consultant’ s statement will have on facilitating a climate for the social construction of change and involvement. To achieve this, the essay illustrates Change and different aspects of change including empowerment, change agency, change resistance, and communicating change. Change Change is adopted by organizations for the purpose of competitiveness.
The social construction of change involves global and industrial changes of consumer interests that if an organization does not provide, then its competitors do. Leaders play a major role in incorporating changes for consumer needs and create a favorable environment for adapting change. Leaders as individuals are likely to have a major impact on the change process. Organizations must adapt change and learn to implement it in the organization units.
The responsibility of implementing change and maintaining the culture of change in the organization through their functions is in the hands of leaders and implementers. According to Beaudan (2006), when leaders give up their will on change, followers and employees fall out too and change becomes insignificant. Change stalls and needs to be re-energized. Beaudan (2006) states that organizational change loses its energy at one given point without any warning. Leaders are therefore expected to be in a position to identify the signs indicating chances of change fatigue so as to device ways of making adjustments.
The author suggests six symptoms that might indicate change fatigue which is also supported by other authors. The first sign is questions that outsiders are likely to pose concerning the company’ s value and its objectives in terms of efforts of implementing change. A second sign can be pressure on the part of change effort leaders and coordinators that might result in them leaving office. Another sign of change fatigue in the organization is reluctance by people within the organization when they are needed to make comments on the efforts of change. Empowerment Empowerment is vital in creating a facilitating environment for the social construction of change in an organization.
According to Conger and Kanungo (1988), empowerment involves practices of management. The management must employ empowerment as a relational concept to exercise appropriate power and control. Power building involves the ability of leaders to bring together their followers to work towards attaining a common goal and not working alone. It is the networking ability of leaders. Delegation of work by leaders cannot be avoided and ensures involvement which leads to effectiveness.
My mission in this aspect of leadership is the creation of synergies within and outside the organization so as followers can work together among themselves and together with the management of the organization.
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