The dynamics of developing the organization or "We are waiting for change."

Anticipating the dynamics of developing an organization at the stage of innovation, we can assume a certain dissatisfaction, anxiety, and fear of staff towards the current changes, the initial rejection, and even the possible sabotage of innovations. But later, when you use a consistent and transparent personnel policy, fear, rejection and other negative emotions that arise at the stage of change, will be replaced by activism of employee, which will improve the moral psychological climate. In a company with 150 - 200 people, the initial outcomes will be visible in about 6 months.
To do this, it is necessary, during all periods of the innovation process, to explain the meaning of innovation.
First and foremost, the advocacy and interpretation is needed with the staff of management, in order for them to understand and after that, adequately convey the idea of personnel management to their subordinates.
It is necessary to disclose the problems and challenges that the Human Resource Manager is trying to solve, and then stimulate employees to generate their own ideas on a given theme. It is necessary to try to encourage discussion of the proposed solutions to problems, ask and request specific proposals, which are conducive to the most efficient solution for the issues raised.
With help from this, the problems and their solutions are not imposed from management, but born in the employees and therefore, the staff becomes an accomplice to the common cause.
As a result, instead of resistance to change, the employees are inspired by new perspectives, and strive to achieve new goals, THEIR GOALS!
Successful, interesting proposals should be quickly used, publicly noting the staff submitting the proposals.
In this case, the resistance to change and innovation decrease and the organization is enriched with new ideas. It creates a positive emotional shake-up of the staff, which is a naturally stimulating activity.
To start the process of the creation of new ideas and suggestions, encouragement and support are important, for this process.
In the future, interiorization (internalization) will occur with the whole process. It means that, the process starts with the creation of new ideas and suggestions, learning what the norms are, and then the individual goes through a process of understanding why they are of value or why they make sense, until finally they accept the norm as their own viewpoint.
As a result - the staff by understanding and then they rally for a common approach to achieve the goals set for the team.
Accordingly, the solution to the problem does not become imposed from above, but as if it was generated within the staff (co-workers), therefore they have no resistance in implementation.
The process of interiorization, in contrast to adaptation, provides a full perception of a member of company (in this case - employee of the company) not only the norms of conduct in a given society, but his ideas, goals, and ways to achieve them.
The sequence of these steps results in the company to work as a single, well-established mechanism or rather a work force body, where each member is configured to maximize the common system organizations. As a rule, in the presence of an adequate understanding of the processes and support the head of the organization, the Human Resource Manager can built a similar relationship during one year.
In the future, the activities of HR manager would be add up to adjusting and developing of new activities that will have invisible, smooth connections, that practically go unnoticed by the staff. This is perhaps one of the main indicators of well-functioning mechanism for management personnel.