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The Employees at the Organization are not always sincere, and they may not want to come out of their comfort zone

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The Employees at the Organization are not always sincere, and they may not want to come out of their comfort zone. Political behavior also comes into play. Also, we cannot expect every employee to be on the same page. During this time, building a relationship with the line management team can help. The person who is responsible for bringing change should interact more with the team, help them with issues they are facing, or try solving their problems. This will eventually build trust in the person. Since Line managers come from an IT background, they understand both executive and operational perspectives of the business. The IT team should be involved in the management meetings and the management also should start attending the IT meetings and have at least basic technical knowledge to understand what’s going on or at least line managers should try to narrow the gap between IT and Management. This combination helps the team to understand new perspectives from each other and brainstorming sessions between the employees from a variety of backgrounds can help them in more innovation. Self-reflection plays a major role in knowing one’s mistakes, weaknesses where they can improve themselves and change their behavior. This will also help the team to see how everyone in the organization. By regularly attending each other’s meetings (Management and IT), they will grow to understand each other more and gain more knowledge. This new knowledge will help organizations move towards innovation. Moving places also helps Employees in taking up new challenges, have new energy in everything. References Langer, A. M. (2018). Information technology and organizational learning: Managing behavioral change in the digital age. Boca Raton, FL: CRC Press, Taylor & Francis Group. Post 2 Change resistance is a common response when you ask workers to alter. Change is painful and calls for new ways to learn and to do. People find it difficult to see how life would be on the other side of a transition. So, instead of accepting the unknown, they want to stick to the known. However, they dread the unexpected, the workers are not afraid of transition. They worry that they will be transformed. You're afraid you're out of balance. Staff will lose the protective sense. When changes are made, the spectrum of reactions is uncertain. Most changes don't leave any employee untouched. This also results in opposition to change as changes are made. Change resistance is better used as a natural response. Even the most cooperative and compassionate staff will refuse. Don't make progress because they believe that can just face resistance or the resistance is serious. Instead, adapt in a constructive spirit and trust that the workers want to collaborate, get the most out of each job scenario and accept improvements in full and happily as time passes on. In a best world, every person has the chance to speak about the improvements that they are pursuing, to contribute and to get an impact. Logically it depends on the degree and extent of the transition (Lawrence, 1969). In some cases a management committee is formed to guide the changes in organisation. This teams may provide a cross section of the company's workforce. Managers and executives, who are responsible for parts of the enterprise, also employees. If contact is an asset in the organisation, front-line troops have been able to get input. But it isn't always so, since all the filters provided by the management positions have to get back into the comments and feedback. Wherever the transition has been introduced and changed in the business, they have to change yourselves right from the beginning. If they are unable to understand that the path they want is in which you are headed, they could at least acquire the importance of supporting it. It is your necessary to support it work, until the course is selected. Anything less disrespects, undermines and destroys the leadership. You seem to be more likely to improve easily when the staff believe you are trustworthy, trust and feel committed to them. The attempts you have made to develop this sort of partnership would also be of good service to everyone through the changes. An climate where there would be a common view that a transition is necessary, is among the main factors. In particular, remind the staff what could and could not influence the party. Take time to talk about how to execute and make the transition work. Respond to questions, express the previous doubts, but say they remain with us and will adjust now. Ask the staff to help them, and that only the team will bring about the transition. Stress that they have expertise, experience and abilities that can improve the team go forward. Everyone is essential to make the changes succeed and gee life will improve after the changes. Once workers know of the advantages of the change, a large part of opposition falls (psychology.iresearchnet.com, 2021). References Lawrence, P. R. (1969). How to Deal with Resistance to Change. Retrieved from, https://hbr.org/1969/01/how-to-deal-with-resistance-to-change psychology.iresearchnet.com. (2021). Organizational Resistance to Change. Retrieved from, http://psychology.iresearchnet.com/industrial-organizationalpsychology/organizational-development/organizational-resistance-to-change/