- Build and sustain an innovative work environment
- Supporting innovation
- Emerging innovative practices
- Characteristics that support innovation
- More about workplace change
- Planned versus reactive change
- People and change
- Use technology to facilitate innovative ideas and change
- Supporting and involving staff through innovative change
- Collaborating in the workplace
- Social support in the workplace
- Effective team leadership
- Negotiate ways to maximise opportunities for innovation
- Seeking feedback from others
- Self-assessment checklist
People and change
People often resist change if it is imposed on them and they have no say in it. The key to managing change is to gain the commitment (or at least the acceptance) of those affected by the change or those who will implement it.
![[Picture of a large boulder labelled “Change” rolling along. One person is leaning against it trying in vain to stop it.]](images/t39_06a.gif)
If you are the supervisor or leader of a work team, it helps to understand that many psychologists identify four stages people may go through during change:
- Denial.
- Resistance.
- Exploration.
- Acceptance and commitment.
Your task as their supervisor or team leader is to assist staff to work through these stages.
Go to the General Manager’s office at ValleyView headquarters and interview Angus Smissen about how staff respond to change.
You: Hi Angus, my discussions with various staff at ValleyView have revealed mixed perceptions of the new branch office we’re setting up. Can I ask you a couple of questions on this for my report?
Angus: Sure. I’ve got a couple of minutes before my next meeting. What have you been finding out?
Record these details for inclusion in your report.