Synergetic Solutions Case Study

Register to read the introduction… Internal forces of change are: nature of the workforce, technology, and social trends. Synergetic Solutions task; remake the organization from a computer trader to a networking design firm. The first internal force of change is the nature of the workforce. The workforce must have the necessary skill sets to make this change. If they do not, the organization must either retrain the workforce or hire the necessary people to make the change as efficient as possible. The internal technology of the organization at Synergetic Solutions must also change from the computer trading company to the network design company. Capital expenditures will need to occur, maybe mass retraining, and certification may need to occur. Social forces may also take place. Society has new ways to communicate, lifestyles once hidden are in the open, and smooth group movement toward the goal is never …show more content…
They had five identifiable resistances to change. The first was the breaking of the habits. The employees were very resistant to changing their job functions and routines. They also had economic fears. They wondered what would happen to them if they did not make the change. Maybe they could not do their new jobs. Their jobs were easier the way they were. They also had a fear of the unknown. The fear of the unknown is commonplace for people starting new jobs. The employees were not new at Synergetic Solutions but their jobs would have new descriptions. Synergetic also had two organizational resistances to change; group inertia and threat to expertise. The group resisted the change. They did not understand the new team dynamic in place. The employees wanted the status quo to remain the same. The threat to expertise came from two areas. The first was the existing employees were not trained for their new jobs. The second was that existing employees were to be supplanted with new employees who had the required skill …show more content…
The consultant recommended a course of unfreezing the frozen structures at Synergetic. The unfreezing process was smooth because they established a sense of urgency by compelling a reason for the change needed. This process led to the forming of groups that led the change. These accomplished two things: created a new vision and familiarized the employees with working in groups. The change agent also developed plans to improve communications. Other employees were empowered to act on the vision and remove barriers. This was able to get everyone involved. The change agent also recommended a system of rewards and incentives for the new teams. Employees were rewarded for short-term wins and how quickly they overcame problems and found solutions. The groups were constantly suggesting improvements and reassessing changes. This led them to new heights in communications. The employees made adjustments when necessary. The new team environment at Synergetic Solutions knew the relationship of their behavior and the success of their