Necessity fear made me too dependent on a

Necessity
changes a lion into a fox is a well-known Iranian proverb, which stands true
when we think of it in an organizational context. Many a time, in organizations
one comes across situations where change is inevitable and every individual
need to react to that change smartly like a fox usually would do. Three
categories can contain a number of approaches to change, namely: Turnaround,
tools and techniques, and transformation. When an organization practices the
turnaround technique the focus is to improve bottom-line performance in the
short-term. When practicing the method of tools and techniques the focus shifts
to processes in order to increase the efficiency internally. In transformation,
for enhancement of human capabilities the target shifts to behaviors. If the
intervention of change is to gain sustainable and significant performance
impact, altering patterns of employee behavior have to be focused upon (Spector,
2013).

All
the three categories are at the discretion of a leader who seeks strategic
renewal. Despite the known fact that leaders may choose to consider these
approaches as separate and independent, most effective efforts of change are
achieved when the three categories are combined (Spector, 2013).

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My first experience
with change was in my first job as a publishing specialist at Thomson Reuters
(TR). My responsibilities as a publishing specialist were to process a
manuscript from attorneys in the United States to a final newsletter. I joined
as a trainee (on probation for six months) and as it was my first experience in
a professional environment, I was always afraid about messing things up to an
extent that they are unfixable and this fear made me too dependent on a team
senior. A month passed and team started facing attrition and the number of team
members decreased from 13 to six in a span of 4 months. I was unable to deal
with the work load arising due to this attrition and walked up to my manager to
let him know that as a trainee I am not ready to take so much on my plate. In a
meeting which lasted an hour because of an impasse point because from a manager’s
viewpoint every resource has to be exhausted to an optimal point and I was not
doing so. For the next few weeks, I resisted the effects of a change and as a
resulted it had a negative impact in team performance. I did not realize that
it would have a karma effect and 2
months later when my pay was to be revised to 14% but was only revived to a
mere 8% as employee increments were directly proportional to team performance.

I could relate to study
where the focus is on change recipients and not on the agents of change. In
other words, how an employee interprets change. The study defines resistance as
multifaceted and complex phenomenon that in the past has been discussed
in management studies, and more often than not, scholars of change have figured
resistance from employee end as an important factor that impacts the gains of
change implementation.