Through an operational leadership perspective, how does one approach a misinterpreted labeling of operations without disrupting the synergy of the department? Is there any supporting evidence of shifting operational labeling without hindering morale?
The synergy of a Department will not be interrupted if the misunderstandings between staff of the Department are discussed and face in an atmosphere of maturity and responsibility.
First, I would say that the key to defeating issues of employee morale stemming from organizational change is to properly communicate the change initiative with the employees. This is the key for any change initiative.
Second, I would suggest looking into the literature on change management. For Example, Lewin's Change model requires that an organization unfreezes the old "way", introduce the new way, and refreeze. This process should help facilitate this process without alienating employees.
I hope this helps
Sincerely,
Sean
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