Green Computing for a Sustainable Future

One of the main problems in the implementation of change management in a company is the resistance of the employee. Individuals resist change because they do not want to deal with the pain, sorrow, anger, and lack of confidence that it brings. Even a positive change, such as a promotion, can be stressful whenever the employee reaches their own uncharted territory. Even minor changes may necessitate a quick bit of practice, but massive changes can be difficult to adapt to. Most employees become accustomed to the business operations over time and are against changing their normal schedule. In fact, according to McKinsey & Company research, 70% of all changes fail. This occurs for many reasons, such as a dysfunctional culture that isn’t in line with the objective, leadership issues, a lack of engagement and buy-in, lack of communication on a strong vision or over-communicating a bad vision, competing priorities, inadequate training or resources, etc.

Various types of changes have varying degrees of impact on various organizational levels. Changes in operations, for instance, have the greatest impact at the lowest levels of staff, straight in the frontline. Changes may go unnoticed by higher-level employees, resulting in significant distress for anyone seeking to implement change. Political upheaval, on the other hand, has the greatest impact at the highest tiers of the company. When things change at the top of an organization, employees at lower levels usually notice them right away.

Kurt Lewin made one of the first attempts to comprehend the change management process in 1947. Lewin made two observations: first, even when the initiative goals were broadly agreed upon, organizational changes met with stiff opposition. Second, even though efforts looked to be tackling resistance and succeeding, they were usually fleeting, with the structure reverting to its previous state in a short period of time.When unfreezing an organization, it is better to focus on reducing opposition forces rather than improving change forces., according to Lewin’s research. Increasing change pressures, on the other hand, frequently cause opposing resistance on both an organizational and individual level, leading to an increase in organizational stress and anxiety.

Organizational reforms all too often end up fulfilling standards but failing to produce intended results. This is what happens once a strategy is based on the way to solve instead of the perks. Narrowing the imbalance among criteria as well as outcomes, performance targets, and

alternatives or even advantages requires a focus on its individuals who will be impacted on a regular basis by the change. If people don’t embrace and use a solution, how will they benefit from it? Using change management, gaps may be bridged by preparing, equipping, and supporting individuals as individuals go over the period of transformation in order to utilize it in their everyday work.

Ignoring the people’s aspects of change incurs costs and risks. When a solution’s adoption and usage is neglected, people will only be concerned with achieving technical specification. This results in “RE” expenses from redesigning, reworking, revisiting, redoing, retraining, rescoping, and, in some situations, retreating, as defined by Prosci. If the human aspect of change is not anticipated and resolved, it results in higher tardiness and disengagement, decline in performance, demoralization, and dissatisfied employees. Clients are also impacted by the company’s decisions. Change management helps to reduce business vulnerabilities.

This is where change management comes into play. Change management can help employees to understand the need of change and guide the employees through those changes, making it much more bearable and less stressful. One of the prosci methodology is called the Prosci ADKAR model, in which employees are guided by the system to go through changes in a way that is less taxing mentally. Employees are unaware of the importance of adapting to change or how to get there successfully, so corporate restructuring tends to fail. People only notice something might be shifting. Decision makers are so often unready to involve employees in change and identify possible opposition. The ADKAR Model addresses such issues by setting up leaders with the necessary strategies and information, along with employees with the appropriate knowledge, inspiration, and opportunity to access corporate transition successfully.

ADKAR stands for awareness, desire, knowledge, ability and reinforcement. These are the elements that will be taught to each employee to make sure that they will be able to face upcoming changes. Through Prosci ADKAR, each employee is given individualized guidance so that they are able to prepare for the upcoming changes. The prosci ADKAR system will give employees the guidance to be aware of the need to change, therefore igniting their desire to change. They will also be given information about how to change, the capacity to enact ideal competences, and validation to help them maintain the change. Another prosci method that can lessen change resistance is called the Prosci 3-Phase Process. It is a way of handling the employees portion of change that is organized, adaptable, and repeatable. (Hiatt, Jeff, 2001). It acts as an important link in both personal and collective change management, enabling decision makers to measure change management operations as required to help individuals impacted by the change in having to move into their ADKAR adjustments. There are three phases of this process, the prepare approach, manage change, sustain outcomes.

➔ Prepare approach (Phase 1)

The Prepare Approach is designed to present the transformation for success by developing a personalized as well as sized change management plan that ensures the necessary funding and dedication. A Change Management Strategy is part of the project. People who practice change work through 3 stages during Phase 1 – Prepare Approach: Define Success, Define Impact, and Define Approach. Their mission is to find answers to three key questions:

● What accomplishment is wanted?

● What tasks must be executed differently and how?

● What will it take to be successful?

➔ Manage Change (Phase 2)

Phase 2’s objective is to guarantee that the change is embraced and put into practice by creating and implementing a plan or arrangements to lead staff members and the business through ADKAR transitions. The three iterative processes of Plan and Act, Track Performance, and Adapt Actions are completed by change teams throughout this phase. Understanding the following inquiries is the goal:

● What are the plans to prepare, equip, and support people?

● How are things going along?

● What are the changes that need to be done?

➔ Sustain Outcomes (Phase 3)

The goal of Phase 3 is to guarantee that the strategy is implemented and that the company

is fully dedicated to and prepared to sustain the transformation. There are three steps in the third phase: Review Performance, Activate Sustainment, and Transfer Ownership. Their mission is to answer the following questions:

● What is the current situation of the company?

● What is required to ensure that the transformation is sustained?

● Who will be accountable for the result and keep it up?

REFERENCES

Aljohani, M. R. (2016). Change Management. INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH, 5 (5), 4.

Bouchard,N. (2020). What is change management? Project Management. https://unito.io/blog/change-management-definition/

Connelly, M. (2019). Benefits of change management. Creating Positive Change. https://www.change-management-coach.com/benefits-of-change-managem ent.html

Connelly, M. (2020). Frustrated By Resistance To Change? Creating Positive Change.

https://www.change-management-coach.com/resistance-to-change.html Dold, A (2020). The ADKAR Model: A Change Management Tool We Can Use Every Day. Life at legget. https://lifeatleggett.com/2020/09/25/the-adkar-model-a-change-managemen t-tool-we-can-use-everyday/

Gleeson, B.(2018). Organizational Change Can Really Hurt: 3 Ways To Manage Fear And Stay Energized. Forbes. https://www.forbes.com/sites/brentgleeson/2018/03/23/organizational-chang e-can-suck-3-ways-to-manage-fear-and-stay-energized/?sh=235a113b609d

Hashim, M. (2013). Change Management. International Journal of Academic Research in Business and Social Sciences on Change Management, 3(7). http://dx.doi.org/10.6007/IJARBSS/v3-i7/92