Tag: Organisational Change

  • How to Establish a Supportive Workplace for Transgender Employees? – Sanjay Kaul, CEO of Innovaworkspaces

    Tips to Establish a Supportive Workplace for Transgender Employees – By Sanjay Kaul, CEO, InnovaWorkSpaces

    India is a young country, with its majority population under the age of 30. The new generations come with their own beliefs and individualities –changing India’s consumption and economic story. Where most organizations fail in attracting the right millennial talent is the right culture. The culture doesn’t imply a fun environment, a high pay scale or gaming zones, but an inclusive and diverse workspace, that accepts people as individuals, and not on the basis of their gender.

    Creating a trans-inclusive workplace will be the focus for many companies across the world, in the next few years. These younger generations need a workplace that doesn’t burden them emotionally, based on their gender identity, or disregards them. It’s high time companies realized this and looked into some ways to make their culture more gender agnostic for trans people.

    Few Tips to Make a Supportive Workplace

    Supporting the LGBTQ Community With More Inclusive Policies

    The very first step in this direction would be more transparent gender agnostic non-discriminatory policies –which protect the trans community and promotes their rights as individuals. Such policies with strict bearings on violations will help the section of the trans workforce be more open and confident in professional settings, and in the long term will also contribute to people accepting the community and their ideas.

    Education and Awareness Drives Within the Organization

    Thrusting inclusive policies for an organization will never be enough. The population needs to be educated about different gender identities, and the trans community, in particular, to help them clarify their assumptions and encourages sensitivity. One of the reasons the transgender community is neglected is that they never feel open and accepted by their colleagues. This will eventually come through additional efforts by companies that educate and train their employees about gender discrimination issues, and diverse identity cultures.

    The Pronouns and Their Usage

    A trans-inclusive workplace needs to normalize the pronouns, they, them, their and let people use them freely and unapologetically. This should be one of the key steps of the organizational trans-culture policy. Normalize asking for accepting preferred pronouns and titles that the trans community would like to use to define their identities.

    Ensure Inclusivity When It Comes to Workplace Amenities

    When it comes to implementing and achieving the inclusion of diverse communities and genders in the workplace, organizations need to ensure that this is embedded in the physical space. This implies amenities, restrooms, medical facilities and so on. The workforce, HR managers and leaders – all need to accept the new aspects of this inclusion, while it helps employees feel more comfortable and connected to their workplace.

    Ample Opportunity and Fair Exposure

    It is essential that an organization is not only trans-inclusive in its books, but also needs to provide ample opportunity for trans people to showcase their creativity, collaborate with other employees, and get the right exposure that they deserve in their roles. They should be valued and feel fulfilled considering that they are impacting the business.

    Some Trans-Community-Focused Initiatives or Benefits

    While an organization is expected to be fair and gender agnostic in its policies, some benefits and initiatives designed specifically for the trans community will help boost their confidence in the workplace. It also speaks to the inclusion of such minority communities, an example of which can be fertility benefits and policies, in which transgenders are often excluded.

    Conclusion

    Trans people often experience stigma and discrimination, hostility from others, and pressure to “manage” their identities in social settings, including the workplace. It is important to have a positive and supportive environment to work in. Governments have taken a series of steps and policies to support trans people but until the common people do not change their perceptions, the situation remains the same.

  • Lewin’s Change Management Model

    Change is one of the core concepts in the world of business. Organizations and entities that do not keep up with the changes in the status quo cease functioning sooner or later. Therefore, organizations need to evolve consistently to remain visible.

    Although we are familiar with the need to change, we somehow can’t manage to change with time. Flexibility with respect to one’s plans and planning is essential. Complex procedures can make it difficult for organizations and institutions to incorporate changes or deviations.

    To alleviate this problem of change management, Kurt Lewin devised a simple method to enable organizations to transition easily. Though Kurt Lewin’s change management model was launched in 1940, it is still the most effective method for implementing organizational changes.

    What is Lewin’s Change Management Model?
    How does Lewin’s Change Management Model Work?
    Advantages of Lewin’s Change Management Model
    Disadvantages of Lewin’s Change Management Model

    What is Lewin’s Change Management Model?

    Lewin's Change Management Model
    An Insight into Lewin’s Change Model

    Lewin’s change management model is a three-stage model which can be easily adopted by any business entity. The three stages are unfreeze, change, and refreeze. The model allows organizations to adapt quickly in challenging and rapidly evolving environments.

    This change model involves making the organization environment-ready to incorporate one or more changes, implementing the required changes, and then making the organization stable after change implementation. These three stages don’t disrupt the business’s workflow.


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    How does Lewin’s Change Management Model Work?

    Suppose you have a cube of ice and you want to turn it into a conical structure. What will your first step be? You cannot directly transform the cubical piece of ice into a cone, right?

    You first need to bring the ice cube into liquid form. You will then use an ice cream cone-shaper to turn the cube into a cone. Finally, you will freeze the liquid to transform it into solid ice.

    Kurt Lewin used the same philosophy of ice to explain his change management model. The ice was turned into a liquid form from solidity (unfreeze). The second step is implementing the change which he explained by turning its shape into a conical form (change). And the last step is freezing the liquid again to turn it into ice (refreeze).

    Let’s dive into each step to understand Lewin’s model.

    Lewin's Change Management Process
    Lewin’s Change Management Process

    Unfreeze

    The first step before making a change is to get the employees change-ready. The employees must be aware of the upcoming change and the need for the change.

    Lewin’s concept behind the process was that employees become motivated to change if they understand the reason behind incorporating the change. Therefore, employees must be informed about the plan(s).

    Change

    The second stage involves making the required changes within the organization. It is the most crucial step that give a tangible shape to the change. In this stage, the organization develops new ideas and strategies to implement the changes.

    If the organization is not well-prepared for the change, it may create a lot of problems while implementing the change. So strong pre-planning is a must to apply the modifications hassle-free.

    Refreeze

    The last stage of refreezing is performed to ensure that the system is working according to the new changes. In this stage, the organization is made stable with respect to the new changes. The organization resumes functioning and the business gets back on track.


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    Advantages of Lewin’s Change Management Model

    Lewin’s change management theory is easy to understand and implement in a business organization. Unlike other methods, the change management model is easy to implement. It requires only a few steps which can be performed within a short span of time.

    The change management theory follows an efficient method which doesn’t impact business continuity. Any on-going business can easily implement this model and make the required changes.

    Disadvantages of Lewin’s Change Management Model

    The major disadvantage of the change management theory is the insecurity among employees. Employees tend to get worried about their performance when they hear about a new change. It creates a doubt in their mind whether they would be able to effectively perform their job or not.

    Another major disadvantage is the refreezing stage. It requires a lot of time to freeze and settle down with the new changes. As the changes continue to take place in a challenging environment, the organization may not have the time to get used to the modifications.

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    FAQs

    How do you use Lewin’s change model?

    The 3 stages of change under Lewin’s change model are:

    • Step 1: Unfreeze. Lewin identifies human behavior, with respect to change, as a quasi-stationary equilibrium state.
    • Step 2: Change. Once you’ve “unfrozen” the status quo, you may begin to implement your change.
    • Step 3: Refreeze. Ensure that there’s stability once the change is in place.

    Why use Lewin’s change model?

    Lewin’s change management theory helps account for both the uncertainty and resistance to change that can be experienced at all staff levels within an organization.

    What is Lewin’s change model?

    Kurt Lewin developed a change management model involving three steps: unfreezing, changing, and refreezing. For Lewin, the process of change entails creating the perception that a change is needed, then moving towards the new, desired level of behavior and finally, solidifying that new behavior as the norm.