Strategies for Managing People and Teams During Organizational Change

This essay explores strategies for managing people and teams during organizational change, addressing both positive and negative reactions from team members. It discusses how some team members may embrace change as an opportunity for growth, while others may fear failure or peer pressure. The essay proposes methodologies for managers to address these concerns, including providing training and mentoring, fostering open communication, involving team groups in decision-making, and maintaining a collegial harmony. These techniques aim to help team members overcome their doubts and embrace organizational change, fostering a sense of belonging and teamwork.

Running Head: MANAGING PEOPLE AND TEAMS 1
Managing People and Teams
Student’s Name
University Affiliation

MANAGING PEOPLE AND TEAMS 2
Team Members Thoughts on Organizational Change
The various team members in an organization may have a set of mixed reactions
concerning a proposed change either positive or negative. The positive thoughts about change
may include aspiring for a highly motivated and high morale team. The above may be as a result
of challenging and demanding goals in an organizational change which may require great and
dedicated minds coming together for great ideas. Some team members may find challenging
goals as an opportunity to develop and grow their careers rather than just ordinary goals which
may seem boring hence having a positive thought of embracing team work.
The other team members may have negative thoughts about the announced change which
may include fear of failure and peer pressure. The fear of failure may be as a result of the team
members doubting their capabilities to continue performing the duties after the announced
change. This may be as a result of new work requirements, for example, due to the adopting of
the new technology of performing duties which were not incorporated prior to the change. Peer
pressure may cause the team members to have a negative thought and resist change in order to
protect their interest groups, for example, managers that report to senior executives may resist
change in order to protect their work group. The above would arise if the team members are not
sure whether the announced change will threaten the workplace social bonds (Canning, Found,
2015).
Strategies Addressing Team Members Concerns
As a manager, the below are the approaches and methodologies I would use in order to
address the resistant team members and get them on board: I would provide a training and
mentoring forum among the team members. The forum would include bringing in the experts

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familiar with the new technology who would train and mentor the team members about the new
technology and how it functions in a work context. The experts will further help the struggling
personnel who may require additional instructions which will ensure that no one is left out
(Salas, Prince, Baker, & Shrestha, 2017).
As a manager, while announcing the proposed change, I would ensure it does not
victimize the already formed social bonds in an organization. This will be achieved through
proposing open communication in an organization which will help in achieving and realizing the
new change. Another way is through coming up with a strategy that would incorporate the team
groups in various decision making in an organization. The above would, therefore, make the
team members positively identify with the organization and key in the effort to achieve the
announced change (Marlow, Lacerenza, & Salas, 2017).
I would also help the team member’s move beyond fears which is a powerful motivator
that can harden teamwork to continue resisting change. This can be achieved through
maintaining a collegial harmony hence ensuring that the organization and the employees are one
team working together. The employees will, therefore, develop a sense of belonging and embrace
organizational change (Luo, Song, Gebert, Zhang, & Feng, 2016).
In conclusion, the above techniques and approaches would help in getting overboard the
resisting team members with a negative perception about change which would help in clearing
their doubt.

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References
Canning, J., & Found, P. A. (2015). The effect of resistance in organizational change
programmes: A study of a lean transformation. International Journal of Quality and
Service Sciences, 7(2/3), 274-295.
Luo, W., Song, L. J., Gebert, D. R., Zhang, K., & Feng, Y. (2016). How does leader
communication style promote employees’ commitment at times of change?. Journal of
Organizational Change Management, 29(2), 242-262.
Marlow, S. L., Lacerenza, C. N., & Salas, E. (2017). Communication in virtual teams: A
conceptual framework and research agenda. Human Resource Management
Review, 27(4), 575-589.
Salas, E., Prince, C., Baker, D. P., & Shrestha, L. (2017). Situation awareness in team
performance: Implications for measurement and training. In Situational Awareness (pp.
63-76). Routledge.