In my personal history, I believe that change is part of life because of significant transformations. Some changes, such as new jobs and practices, may bring about stress as human beings will constantly adapt to new changes. My first reaction was fear and anxiety because of uncertainty. I worried about the potential outcomes of the new change, and it was overwhelming to accept the new changes. To succeed in any change within the practice, I had to focus on being in the present while having a reminder to re-evaluate some of the changes introduced. These are some of the crucial aspects that have been helpful in supporting the change because of the basic interaction and the positive approach to change (Busari et al., 2019).
Different types of tools can help navigate the change. One of the tools that I implement is goal setting. This significant tool results in setting clear and achievable goals that bring a sense of control and direction. The second tool is problem-solving skills, which help identify potential issues and develop solutions. In this case, there are also tools for time management because effectiveness in this may help the organization stay focused when things are not changing (Nadiv & Kuna, 2020).
A stress management technique is another tool that I perceived to be important to navigating the change. This is appropriate because it includes meditation or engaging in relaxation exercises that are helpful for the change. Lastly, communication skills can influence engagement by expressing ideas and concerns or understanding others’ perspectives. These tools are appropriate for creating a positive mindset and understanding the change. Flexibility is also necessary because of the impact of adapting to the change. Supporting networks should always be an identifiable strategy for embracing change over time. Generally, as a member, I believe that changes may be reacted differently, and it is important to support them by introducing reliable strategies.
Busari, A. H., Khan, S. N., Abdullah, S. M., & Mughal, Y. H. (2019). Transformational leadership style, followership, and factors of employees’ reactions towards organizational change. Journal of Asia Business Studies, 14(2), 181-209.
Nadiv, R., & Kuna, S. (2020). Diversity management as navigation through organizational paradoxes. Equality, Diversity and Inclusion: An International Journal, 39(4), 355-377.
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