ContinuousProcesses in Change Management
Everyorganization’s success is dependent on the performance of theemployees they have the power to make or break your organization.Employers, therefore, place a lot of importance on approaches thatwill improve the performance of their employees. A common approachthat has led to the success of many businesses is change management.With this approach, an organization can ensure the employees accept,understand, commit and most importantly embrace the changes made intheir work environment leading to improved output (Flinchbaugh,Schwoerer, & May, 2016). Continuous processes are imperative toimplement change management effectively. This paper explains why thecontinuous process is an invaluable approach to change management.
Continuousprocesses do not face as much resistance. Change in an organizationbegins with an individual (Monnot J., 2016). The continuous processinvolves making small and incremental changes as opposed to bigchanges at once. Since the changes are usually small, there is lessresistance from the employees and the take-up is faster as comparedto when other approaches are used. Also, continuous processes arealso faster to implement since there is minimal planning involved.
Withcontinuous processes, there is reduced risk. Most change managementstrategies focus on coming up with new strategies and doing away withold ones. This is a huge risk on the part of the organization becausethey cannot tell for sure how their employees are going to react tothe new changes. It may be successful, but there is the possibilityof turning out to be an epic fail. Continuous processes, on the otherhand, are less risky. Since the changes are small, they are lesslikely to lead to a great disappointment (Bergström, & Arman,2016).
Continuousprocesses are measurable. With some of the change managementapproaches, the organization is not in a position to know what theoutcomes of the new strategies will be. Most estimates are based onguess work and human understanding, and this is why they are veryrisky. Some estimates are also ambiguous (Chesley& Wylson, 2016).However, with continuous processes, it is easy for an organization toknow and predict the outcome based on previous changes that have beenmade since the changes are small scale.
Whenan organization chooses to go for continuous processes, they are ableto maintain what makes their business competitive. This is becausecontinuous processes approach is an evolutionary kind of approachrather than revolutionary. Therefore, it only focuses on improvingthe existing strategies rather than replacing them. With such anapproach, it is very difficult for an organization to face a lot ofresistance or be in a situation where new strategies do not conflictwith existing organizational strategies and employees’ flexibility(Flinchbaugh, Schwoerer & May, 2016).
Continuousprocesses are also very cost effective because it does not involvethe introduction of completely new strategies. Therefore, fewerresources are needed since the approach mainly focuses on makingimprovements to already existing business plans. This makes itperfect for both large scale and small scale businesses (Chesley&Wylson, 2016).
Thereare numerous approaches to change management. However, the continuousprocess is a more effective approach to change management. Thisapproach is less risky, it is simpler to implement, it does notinterfere with the usual routine of employees, and most importantly,one can predict what to expect with this approach. It is also anapproach that can be implemented in any business, large scale orsmall scale.
Bergström,O., & Arman, R. (2016). Increasing commitment after downsizing:the role of involvement and voluntary redundancies. Journalof Change Management,1-24.
Chesley,J., & Wylson, A. (2016). Ambiguity: the emerging impact ofmindfulness for change leaders. Journalof Change Management,1-20.
Flinchbaugh,C., Schwoerer, C., & May, D. R. (2016). Helping yourself to helpothers: how cognitive change strategies improve employeereconciliation with service clients and positive workoutcomes. Journalof Change Management,1-19.
Monnot,M. J. (2016). Organizational change agent influence: a conditionalprocess model of key individual psychological resources. Journalof Change Management,1-28.