A Debate on Misperceptions of Change Management

Running head: A DEBATE ON MISPERCEPTIONS OF CHANGE MANAGEMENT
A Debate on Misperceptions of Change Management
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1A DEBATE ON MISPERCEPTIONS OF CHANGE MANAGEMENT
Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
A Brief Background of Organisational Change and how it is managed................................2
Common Misconceptions surrounding Management of Change...........................................2
Resistance to Organisational Changes...................................................................................5
Managing Resistance and Overcoming Misconceptions about Change Management..........5
Conclusion..................................................................................................................................6
References..................................................................................................................................7

2A DEBATE ON MISPERCEPTIONS OF CHANGE MANAGEMENT
Introduction
An organisation consists of a dynamic environment where, to attain sustainability, key
areas like processes, job roles and technology are periodically altered (Doppelt 2017). This is
done with a view to improve overall performance and gain competitive advantage. As
observed by Frankland et al. (2013), the process of Change Management addresses this very
aspect. Management of Change is carried out at three levels: Individual, Organisational and
Enterprise.
However, there are a few misconceptions regarding the Management of Change. The
following article aims to iterate the formation and propagation of such misconceptions with
critical evidence.
Discussion
A Brief Background of Organisational Change and how it is managed
An organisational change comprise of both structural and cultural aspects within its
framework. Change at structural level includes strategic modification, technological up-
gradation and alterations in the operational methods (Maimone and Sinclair 2014). Whereas
Cultural changes primarily come into effect with mergers and acquisitions. Under such
situation, the approaches of leadership changes, so do the public policies that serves to affect
an organisation. The process of organisational change can be either continuous or discreet
depending on the risk factors that emphasize on the need for introduction of change.
Common Misconceptions surrounding Management of Change
1. Change is Linear and Straightforward Process: Change is assumed to a process
that originates from a proper beginning and navigates its way to a definitive end.