Organisation’s nature tend to resist change. To ensure the maintenance of the existing balance, the members of the organisation often create strong defenses against change. Many times they tend to perform poorly when holding any activity for the first time, at least initially. To prevent this from happening and instead maximise every step in the process of change, it is necessary that organisations use the appropriate methodology taking into account their specific needs and the process of change that is planned to carry out.
Organisational changes arise from the need to break today’s balance, in order to transform it into something much more beneficial for the organisation. When a change in an organisation arises, it must include a set of tasks which aim to minimise the interaction between the driving forces and restraining forces that constantly oppose. Some of the most important sources of organisational resistance to change are the organisational design, change limited focus and organisational culture.
Change Management and Change Induction are two methods that can be used in the process of organisational change; however for its use we must know that both have different goals, structures and benefits. Change Management aims to reduce the resistance that occurs in a group during a change process and begins precisely with the program; it focuses on changes that occur in the organisation and informs its benefits. It also aims to create a new vision of organisation, to later create a management plan and execute it. We can consider the Change Management program as its own driver for change; it focuses on training employees in new ways of working that will bring changes.
On the other hand, Change Induction aims to potentiate the positive aspects supporting the specific needs of each change process. This program begins once the members of the organisation have understood the ways their mind works, its impacts in their actions and how to identify their own strengths. Therefore, the driver of change is the person; individuals identify the strengths that will make change a reality. Since people know the benefits of change, they seek change itself, recognising their own ability to change and how to visualise their future development.
Change Induction involves not only the need and capacity for change, but also the desire to change, and this becomes a strong pillar for the process. The focus of Change Induction centered on the individual, his impact on the organisation and the way in which he appropriates the change; so that the organisation will be able to build up its new way of working. During the process of change, organisational’s member make leadership their own, without needing an external agent to act as shift shaft; this ensures that the actions carried out in the process will be maintained and will also be implemented once the formal process is to be terminated. During the intervention program of Change Induction people is the key factor to move the organisation; they nourish the project.
Some of the objectives of Change Induction’s strategy in a personal and organisational level are:
- Recognise the matter of change
- Generate power to make change possible
- Decreasing resistance to change
- Strengthen self-esteem
- Foster a sense of group belonging
- Build willingness to adopt new processes
- Generate strong commitment
Change is inherent to personal and organisational sphere. Change process represents a challenge because companies need to develop the capacity to adapt to new competitors, environment, consumer trends and even new generations of employees. It’s important to remember that every change involves a transition period for acceptance and that people should be part of the change to increase engagement and avoid resistance or myths that may exist around the turn. Change Induction represents a great opportunity to enhance the process and improve the organisation since its foundation. Using the appropriate methodology can transform a difficult and slow change process, into a new beginning for the organisation.