The consultant and trainer of strategic human resources uses scientific methodologies to serve the interest of the institution in the development and realization of the vision and strategy, including the management of transformations.
The transitional model was created by the change adviser, William Bridges, and published in his 1991 book "Managing Transformations".
Stage 1: Finish, lose and leave
People enter this initial stage of transition when they first change. This stage is often characterized by resistance and emotional turmoil, because people have to give up something they feel comfortable with.
At this stage, people may experience these feelings:
the fear.
denial.
Anger.
Sorrow.
Confusion.
Frustration.
Uncertainty.
He felt lost.
Phase 2: Neutral Zone
At this stage, people affected by change are often confused, unclear, and impatient. Depending on how well you manage change, users may also face a greater burden as they get used to new systems and new ways of working.
Think of this as the bridge between the old and the new; in some ways, people will still be connected to the past, while trying to adapt to the new.
Here, people may face:
Discontent towards the change initiative.
Low morale and low productivity.
Concern about their role, status or identity.
Doubts about the Change Initiative.
Stage 3: The New Beginning
The final transition is the time of acceptance and energy. People began to embrace the change initiative. They build the skills they need to work successfully in the new way, and they begin to see early successes from their efforts.
At this stage, people are likely to experience:
High power.
Openness to learning.
Renew commitment or role of the group.
The transition between the stages requires skills and experience, which is not an easy process but essential for the success of the organization, which is done by the strategic human resources.
Why by strategic human resources? The reason is all these stagrs and the people going through them is all about the hurman resources servecis delivered to employees, archeticting organization to be flixable, maintain culture of change, assisst in adoption and integration, crafting strategies and initatives to cater for outside in organization tactics, developing competencies and talent, leavrage on organization and employees cabapility and many other services that make the transitional more easy and successful.
The transitional model was created by the change adviser, William Bridges, and published in his 1991 book "Managing Transformations".
Stage 1: Finish, lose and leave
People enter this initial stage of transition when they first change. This stage is often characterized by resistance and emotional turmoil, because people have to give up something they feel comfortable with.
At this stage, people may experience these feelings:
the fear.
denial.
Anger.
Sorrow.
Confusion.
Frustration.
Uncertainty.
He felt lost.
Phase 2: Neutral Zone
At this stage, people affected by change are often confused, unclear, and impatient. Depending on how well you manage change, users may also face a greater burden as they get used to new systems and new ways of working.
Think of this as the bridge between the old and the new; in some ways, people will still be connected to the past, while trying to adapt to the new.
Here, people may face:
Discontent towards the change initiative.
Low morale and low productivity.
Concern about their role, status or identity.
Doubts about the Change Initiative.
Stage 3: The New Beginning
The final transition is the time of acceptance and energy. People began to embrace the change initiative. They build the skills they need to work successfully in the new way, and they begin to see early successes from their efforts.
At this stage, people are likely to experience:
High power.
Openness to learning.
Renew commitment or role of the group.
The transition between the stages requires skills and experience, which is not an easy process but essential for the success of the organization, which is done by the strategic human resources.
Why by strategic human resources? The reason is all these stagrs and the people going through them is all about the hurman resources servecis delivered to employees, archeticting organization to be flixable, maintain culture of change, assisst in adoption and integration, crafting strategies and initatives to cater for outside in organization tactics, developing competencies and talent, leavrage on organization and employees cabapility and many other services that make the transitional more easy and successful.
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