Department Reorganization
Implementing change is often met with resistance because most people do not like adopting new ways of acting and thinking. Change causes uncertainty and anxiety and failure to inform the nurses and include their input in the changes can cause resentment and resistance. Conflicts during change implementation can arise if the nurses do not understand the reason for reorganization and this leads to suspicion and anxiety. Furthermore, conflicts arise when employees do not see the importance of implementing the change (Ford, Ford & D’Amelio, 2008). As such, failure to involve them during planning will likely increase their resistance to change (Agboola & Salawu, 2010). Moreover, failure to communicate the change clearly and advocate the change gives them the impression that some leaders do not support the change. Changes that lead to significant alterations in the nurses’ roles such as loss of autonomy will face resistance (Ford et al., 2008). Employees will also be resentful and resistant to changes if organizational goals are incompatible with their personal goals since such incompatibility will restrict achievement of personal ambitions.
Conflicts during change can be managed in various ways. Communicating the change clearly to the nurses will reduce resistance (Fernandez & Rainey, 2006). Moreover, it is important to allow them to give their views regarding the change and if any modifications should be made before it is implemented. This will make them feel valued and reduce their resistance to change. It is also necessary to communicate clearly why the change is needed in the organization. Moreover, it is important to explain to them the benefits that they will gain from the change (Fernandez & Rainey, 2006). Nurses will be more enthusiastic about the change if it positively affects their personal career. Furthermore, explaining to them what roles they will play in implementing the change and giving them important roles in the change process will enable them to embrace and own the change (Agboola & Salawu, 2010). As such, they will remain committed to the change process thus reduce the chances of the entity abandoning the change midway due to lack of the nurses’ support.
References
Agboola, A. A., & Salawu, R. O. (2010). Managing deviant behavior and resistance to change. International Journal of business and management, 6(1), 235-242.
Fernandez, S., & Rainey, H. G. (2006). Managing successful organizational change in the public sector. Public Administration Review, 66(2), 168-176.
Ford, J. D., Ford, L. W., & D’Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33(2), 362-377.
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