1. According to this course, what’s the main difference between personal change management and organizational change management?
As we discussed in Lesson 2, this course is about institutional change and not personal change. If I want to set a personal goal for myself (for example, read more often), I have full control over that goal and the process. I’m the only one having an impact on the outcome of that change. However, if I’m a manager in an organization planning to implement a new translation management system, I don’t have as much control over the process as I would like. There are so many factors that will have an impact on that process, for example, the different stakeholders (executives, project managers, translators, etc.).
Question 2 of 6
2. List the various roles that can be present within an organization during change in the space below.
The roles are:
Question 3 of 6
3. True or False: “Step change is bad. Change should always occur gradually, over time, in small iterations.”
FALSE: Although incremental change is preferred over step change because it’s less risky and disruptive, that doesn’t mean that step change is bad at all. Not changing is bad. Organizations, institutions, associations need to be changing and evolving in order to survive. So even if you haven’t implemented change in your company for a long time, it’s never too late! You can start with a step change and then change your company culture (another change!) so that your organization is continuously innovating and improving in a gradual way.
Question 4 of 6
4. Change is an opportunity to… (choose three)
Change is an opportunity to…
Learn new skills
Take leadership: if you know how to manage institutional change, you bring a lot of value to your organization
Advance your career
Explore new areas of interest: find out new things that you haven’t thought of before
Learn from you success and mistakes
Influence the future of your organization: your company is changing and evolving, you have a choice, you can seize the opportunity and have a say and have some control over the direction your company is going.
Question 5 of 6
5. Is it possible to make change happen even if employees are happy with the status quo?
These variables are very… well, variable. You can have a very low D, and still make a change. You can compensate for the lack of dissatisfaction with a very strong and solid vision and first steps towards a better future. Having a great vision will reduce resistance to change.
Question 6 of 6
6. Which of the following situations may motivate your employees to be resistant to change within your organization? (choose three)
Factors contributing to resistance to change:
Misunderstanding change: When there is a lack of clear communication about the change and the reasoning behind it, employees will most likely not understand the need for change, especially if they strongly believe that the current way of doing things works well for them.
Fear of the unknown: Some employees may resist changing their behavior out of fear that they will not achieve the same results in the future. The less employees know about the change and how it will impact them, the more fearful they will become.
Loss of power or control: Familiar routines help employees develop a sense of control over their work environment. Employees may often feel powerless, uncomfortable, and confused when they are asked to change the way in which they work.
Changing job responsibilities: Employees often resist changes that result in their roles being eliminated, modified, or reduced in the organization even if this improves the overall efficiency and productively of the organization. From their perspective, the change is harmful to their position.
Mismatched qualifications and requirements: If organizational changes require employees to acquire new skills, they may feel insecure about their ability to perform well and adapt to the transition. Some employees resist change because they are reluctant to learn something new or are hesitant to try new ways of working.
Lack of trust: Employees may resist organizational changes when it involves being assigned to a new project, manager, or team. They may fear that if they try and fail in their new role that there will be no one there to support them.
Lack of motivation: Employees often resist change when they cannot see how it will directly benefit them or be able to recognize “What’s in it for me”. Without reward, employees will lack motivation to support the change over time.
Office politics: Some employees may resist change and are committed to seeing it fail merely as a political strategy to “show or prove” that the change decision is wrong if they don’t agree with the person or team leading the change.
Negative experiences: Employees who have experienced organizational change in the past that failed or were managed poorly are more likely to resist future change efforts because they have already made up their minds that change does not work.
Poor timing: Employees may resist change simply because it is introduced during a busy time of the year or when other major initiatives are taking place.
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