Resistance Risk Mitigation Intervention

Resistance Risk Mitigation Intervention

May 7, 2018

ISSUES 1 Challenge in the culture

Members of the organization lack commitment towards this kind of transition, which makes it hard for an organization to achieve transition to organizational learning. Commitment by the members of the organization is what helps it to transit from individual to organizational learning; In this case the employees need to have their views reframed and their understanding of problems should be different to allow for change to occur.

Mitigation

This change has to start from the upper ranks of the organization-top-down pattern-as they are in a position to lead the change and give positive leadership in the wake of a new dawn. These managers have to understand the connection between learning and business operations, this is necessary for the provision of leadership to the employees in achieving the desired change. Learning in the case of an organization should revolve around the need to have processes and services improved, ( Giesecke and Neil, 2014).

Rationale

The logic behind mitigation is to provide a more important reason beyond just knowledge and information of the members of the organization. This allows for new information to be interpreted before integration and application which brings in the aspect of team work and experimentation through risk (Hilton, 2014). This calls for the managers and other leaders responsible for these processes to provide guidance and leadership.

ISSUE 2Predict psychological learning threat

Experiences are basic elements to psychological learning which eventually alter the behavior potential in the long term. In this case the employees’ participation and engagement in organizational matters is important to transiting from individual learning.

The employee’s understanding of the organization and also having individual understanding in connection to the organization serves as a reflection of the stage in which change is. Therefore there should be a continual learning from that of individual to organizational learning.

Mitigation

To ensure that there is continual learning from individual learning to organizational learning there has to be an understanding of goals related to improvements in programs that accommodate the different experiences of employees and their sources.

In this case learning should not only focus on having new ways and programs for that matter but also a closer consideration of minute improvements in systems and programs and the general effectiveness cause by the very small improvements, (Britton,2005).

Rationale

The fundamental reason behind this mitigation is that for an organization to achieve organizational learning and also cut off any threats that are deemed psychological; then it must ensure that there is continuous learning for employees.

ISSUE 3 Assess the current organization structure as it relates to the free flow of knowledge

Sharing and changing roles are two important factors to ensuring that there is flow and exchange of skills and that any kind of monopoly is eliminated. If employees are not engaged in such programs then monopoly of skills becomes the order of the day which may hamper transition in such an organization.

Mitigation

To ensure that this happens, a system that allows interaction and adaptation in the management and dissemination of information and knowledge should be put in place. This kind of a system allows for effective sharing of information, which is vital to transiting from individual to organizational learning (Abrahamson and Delahunty, 2014).

Rationale

Interaction creates a platform for an information sharing environment which brings people of different disciplines and allows information from these different people to create a continuous flow of knowledge. This circle of information is what makes it easy for a transition to take place.

ISSUE 4 workforce commitment resistance

Individuals who adapt easily to changes are vital to ensuring that the performance of the organization is improved entirely. Despite this, there are cases where employees tend to uphold negative attitudes and believe that they are not important to the organization; this makes it hard for an organization and its employees to perform optimally, (Packard, 2015).

Mitigation

Every organization has a team of high profile employees, these people play an important role in managing affairs that happen to bring resistance to any kind of change. In this case their active participation is required in the identification of benefits that cut across all members of the organization (Packard, 2015).

Rationale

Participation by employees in the matters of benefits related to them in connection to the organization helps create trust and self-confidence with the management which will dedicate them to work.

ISSUE 5 dissemination of knowledge issue

Relations are maintained by communication and in cases where communication relays information that is not certain, developments in relations start to dwindle. In cases where uncertainty is high in relation to knowledge information being disseminated, relations are at risk of being severed and stress and anxiety is caused resulting in incompetency in communication (West & Turner, 2000).

Mitigation

To have trust reign in such an environment, there has to be relationships in the organization among members. Issues-especially of information uncertainty-that arise can be settled or even avoided by having relationships built on mutual trust and respect. According to Insala, (2012) mentoring helps to foster learning and development; makes it easy for employees to learn from one another.

Rationale

Mentorship create ties that have a positive impact on the relationships of employees, therefore problems that arise from issues of asymmetry and uncertainty in the dissemination of information can be mitigated.

IN TABLE FORMAT

Resistance Risk Mitigation Intervention Table

CHALLENGE(ISSUE) MITIGATION RATIONALE
ISSUE1(H)

Members of the organization lack commitment towards this kind of transition, which makes it hard for an organization to achieve transition to organizational learning. Commitment by the members of the organization is what helps it to transit from individual to organizational learning; In this case the employees need to have their views reframed and their understanding of problems should be different to allow for change to occur.

(M)

This change has to start from the upper ranks of the organization-top-down pattern-as they are in a position to lead the change and give positive leadership in the wake of a new dawn. These managers have to understand the connection between learning and business operations, this is necessary for the provision of leadership to the employees in achieving the desired change. Learning in the case of an organization should revolve around the need to have processes and services improved, ( Giesecke and Neil, 2014).

The logic behind mitigation is to provide a more important reason beyond just knowledge and information of the members of the organization. This allows for new information to be interpreted before integration and application which brings in the aspect of team work and experimentation through risk (Hilton, 2014). This calls for the managers and other leaders responsible for these processes to provide guidance and leadership.

ISSUE 2.(H)

Experiences are basic elements to psychological learning which eventually alter the behavior potential in the long term. In this case the employees’ participation and engagement in organizational matters is important to transiting from individual learning.

The employee’s understanding of the organization and also having individual understanding in connection to the organization serves as a reflection of the stage in which change is. Therefore there should be a continual learning from that of individual to organizational learning.

(M)

To ensure that there is continual learning from individual learning to organizational learning there has to be an understanding of goals related to improvements in programs that accommodate the different experiences of employees and their sources.

In this case learning should not only focus on having new ways and programs for that matter but also a closer consideration of minute improvements in systems and programs and the general effectiveness cause by the very small improvements, (Britton,2005).

The fundamental reason behind this mitigation is that for an organization to achieve organizational learning and also cut off any threats that are deemed psychological; then it must ensure that there is continuous learning for employees.

ISSUE 3.(M)

Sharing and changing roles are two important factors to ensuring that there is flow and exchange of skills and that any kind of monopoly is eliminated. If employees are not engaged in such programs then monopoly of skills becomes the order of the day which may hamper transition in such an organization.

(L)

To ensure that this happens, a system that allows interaction and adaptation in the management and dissemination of information and knowledge should be put in place. This kind of a system allows for effective sharing of information, which is vital to transiting from individual to organizational learning (Abrahamson and Delahunty, 2014).

Interaction creates a platform for an information sharing environment which brings people of different disciplines and allows information from these different people to create a continuous flow of knowledge. This circle of information is what makes it easy for a transition to take place.

ISSUE 4.(H)

Individuals who adapt easily to changes are vital to ensuring that the performance of the organization is improved entirely. Despite this, there are cases where employees tend to uphold negative attitudes and believe that they are not important to the organization; this makes it hard for an organization and its employees to perform optimally, (Packard, 2015).

(M)

Every organization has a team of high profile employees, these people play an important role in managing affairs that happen to bring resistance to any kind of change. In this case their active participation is required in the identification of benefits that cut across all members of the organization (Packard, 2015).

Participation by employees in the matters of benefits related to them in connection to the organization helps create trust and self-confidence with the management which will dedicate them to work.
ISSUE 5.(H)

Relations are maintained by communication and in cases where communication relays information that is not certain, developments in relations start to dwindle. In cases where uncertainty is high in relation to knowledge information being disseminated, relations are at risk of being severed and stress and anxiety is caused resulting in incompetency in communication (West & Turner, 2000).

(L)

To have trust reign in such an environment, there has to be relationships in the organization among members. Issues-especially of information uncertainty-that arise can be settled or even avoided by having relationships built on mutual trust and respect. According to Insala, (2012) mentoring helps to foster learning and development; makes it easy for employees to learn from one another.

Mentorship create ties that have a positive impact on the relationships of employees, therefore problems that arise from issues of asymmetry and uncertainty in the dissemination of information can be mitigated.

References

Bruce Britton (2005) Organizational Learning in NGOs: Creating the Motive, Means and Opportunity

Douglas Edward Abrahamson, Jane Goodman-Delahunty (2014) Impediments to Information and Knowledge Sharing Within Policing a Study of Three Canadian Policing Organizations Published 10 January 2014

Giesecke.J, Mc.N. Beth Transitioning to the learning organization (2001).faculty publications, UNL paper 5

http://www.insala.com/Articles/Mentoring/how-can-mentoring-facilitate-learning-and-development-across-an-organization. Hing Company

http://tweakyourbiz.com/management/2014/08/21/top-5-challenges-organizational-learning

http://infed.org/mobi/learning-in-organizations-theory-and-practice/

Packard Carol B. (2015) How to Handle Employee Resistance to Structural Changes in Organizations

West, R., & Turner, L. (2000). Introducing communication theory. Mountain View, C.A.: Mayfield Publis

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