How Translation Workers Overcome Resistance to Change

One particular challenge that can impede team progress is resistance to change. People can object to change for a vast range of reasons – from clearly irrational to very logical ones. We must admit that there is nothing odd in such a reaction – all of us naturally fear that it won’t work, that we will not perform well enough, and the worst fear of all – that it will actually work and we might lose our job. And after all, why should we give up the way that works and that we are comfortable with to replace it with a way that might work? So, as the workers from a Milwaukee Chinese Translation Service summarize it: people usually resist change for good reasons and managers must be aware of this and prepared how to deal with it.

The most important thing when you encounter resistance and hostility about a change implemented in the organization you are managing is to scrutinize the extent of the employee’s uneasiness about the introduced change and to provide them with the most appropriate information in the most persuasive, calm and reasonable way. Some advice the Chicago Certified Translation professionals give includes:

  • Express understanding and encourage the other person share their fears and uncertainty so that you have a chance to reassure them. Here the translation service workers recommend to bring the issue out in the open and to deal directly with it without accusing the employee about his reaction.
  • Try to understand the basis for the resistance and evaluate the employee’s objections fairly. Just listen without debating the forthcoming change, listen actively and with empathy – it may turn out that the employee just needs to voice them, to be eased and reassured. Moreover, this will give you the chance to identify any potential misunderstanding or wrong perceptions so that you can later deal with them.
  • Give the employee enough time to go through the transition, hold your arguments until they are ready for them. It is best to leave this for another meeting.

By Sarah Hudson

Organizational Change Strategies

We can define “a strategy” to change as a consistent approach that is chosen based upon the circumstances. And as an English to Spanish translator adds – there is no single best strategy for change. The choice and the success of a strategy depends on the situation.  Professors involved in global management and language translation at Indiana University define the following types of strategies:

Directive strategy in which management decides what is to be done and enforces the change, minimally involving other employees. In it there is almost no deviation from the original plan. Directive strategies often target changes which must be carried out quickly and certainly require both a strong personal power and authority. It is necessary to have all the relevant information and the power to overcome or suppress resistance. Directive approaches are often used in a crisis situation – “facing the wall”, “the only way”, etc. – in the event of a decline in demand or strong competition. In this approach affected people are forced to obey the change.

Negotiation strategy – in this type of a strategy the management is still the initiator of a change, but it is willing to negotiate with other groups for its implementation and concessions can be made. Strategies through negotiation take a lot longer and the results are less predictable, because the management cannot know in advance what concessions will be made. However, the employees affected by the changes at least have the right to voice their view and can get involved in the forthcoming change.

Regulatory strategy – the aim of this approach is to direct involvement of affected employees not only in the specific problems, but also in the overall objectives of the organization. When you change the quality of products or services, for example, rather than creating new procedures and discipline, the goal is to make employees committed to the idea of ​​quality and strive to achieve this by continuously offering improvements and participation in the quality related projects and teams.

The last type of a strategy the Washington D.C. translation services workers mention are analytical strategies.  Experts use this approach to study well-defined problems. In principle, it is strictly management and as a result leads to optimal responses without considering the perception by those concerned.

By Sarah Hudson

Translation and Organizational Change Strategies

Life nowadays is characterized by increasing dynamism and uncertainty. The only thing we can surely say about anybody nowadays is that we are continuously changing every single day trying to adapt to the changing environment so that they are able to survive in this constantly changing world. So do groups and organizations – they are constantly evolving to be on pace with the changes in the environment they operate in.

The professionals from a Houston Translation Service define change as a transition from one existing state of the system in question to another – more desirable and better meeting our needs state. They also add that the ability to predict the need to respond promptly and adequately to the changes has become the determining factor for the success of organizations, groups and even individuals.

Changes in an organization are always under the influence and pressure of forces located outside or inside the organization concerned. External forces imposing the need for a change can be: the market and related factors such as price, promotion, customer service, new products; technological changes; community issues and other. External factors are beyond the control of the manager but can greatly influence the intended results of companies and organizations.

The above mentioned certified translation service professionals mention the following internal forces for a change: decision-making (poor timing or inadequate decisions); communication (ineffective communication can result in bad service, lost customers, a reduction in turnover – and thus a call for a change); interpersonal relations (violation of harmony in these can cause various social effects organized unrest (strikes), improper discharge of duties, leaving work, etc.).

In the opinion of professors from Indiana University, we can define the following types of a change:
Adaptive change which is associated with the introduction of traditional, already tested by an organization changes, usually borrowed from other units of the organization. It is of the lowest level of complexity, cost and risk and does not cause particular fear among staff.  Innovative change which is associated with the introduction of working methods, new to the organization. It is characterized by a higher degree of uncertainty. Radical changes are associated with the introduction of entirely new systems. They are characterized by the high degree of complexity, cost and risk, but also the greatest potential benefit. Changes of this type are the most complex to implement. In many cases they involve the corporate culture for many years.

By Margarita Mihaylova

Collaborative Communication

The purpose of team collaboration on various communicationprojectsreports, websites, presentations, and other is to achieve through the collective energy and expertise of the various team members results better than the outcomes each individual could achieve otherwise.

Although it seems and easy task, we should say that collaborating on team messagesis not that simple. It has its own specifics and requires special effort. First, the work habits or priorities of the members of the team may and normally differ: an engineer, for example, would rather focus on accuracy of information and compliance with technical standards; aPR professional would rather pay attention on organizationand coherence; a manager would focus on deadlines, cost, and common organizational goals. Then, the team members also differ in writing styles, background and personality traits, which can also complicate the communication process. In this light, effective communication requires flexibility, honesty and openness to other opinions giving priority to team objectives rather than to pursuing private business goals or imposing “their way” to do things.

In this light, the professionals from a college transcript translation agency give hereafter the following guidelines for collaborative writing: to select carefully collaborators whose experience, background and talent best match the project needs; to agree on and clearly formulate project goals before the start of the project; to define clear individual responsibilities, including their scope and deadlines and other. The translation workers also advise us to avoid writing as a group. In their opinion, the best approach in most cases is to research, discuss and outline the writing as a group, but to assign the development of the text to one person. Of course, you would need to divide larger projects among more writers, but even in this case, Philadelphia Japanese Translation Agency professionals recommend the final revision to be done by one person to ensure consistency of writing.

Being Effective Team Members

People join organizations, work in teams, in short – collaborate to achieve together what they cannot or will take too much effort to reach alone. To be effective collaborators in a team setting, team members must recognize that as individuals they must share their unique and valuable assets in the form of acquired knowledge, skills and expertise with the team. The workers from a Chinese Translation  define strong collaborators as individuals who are open to sharing important data and insights, are strong in evaluating problems and opportunities, and skilled in resolving problems and challenges that develop. Collaborators have faith in others and will listen to contrasting opinions in order to develop betters methods and achieve superior results for the team or firm as opposed to acting for their own personal gain and self-interests.

Jim Smyth, a Spanish certified translation professional from Dallas, generalizes that the most efficient and productive teams are created with a specific objective and a mutual feeling of mission, communicate honestly and discuss purposely so that they can come to an agreement, are composed of creatively thinkers who discover fresh approaches for solving problems, are comfortable with disagreement and have the capacity to resolve disputes. Because mastering these team skills requires significant training, today’s organizations invest in programs that concern team skills more frequently and extensively than any other aspect of business.

In contrast, ineffective teamwork can waste time and money, produce low-quality work, and breed frustration in both managers and employees. The professionals from the above diploma translation agency cite a lack of trust and guarded communication as the most common reason for team failure. Ineffective teams lack a strong internal relationship and credibility; their members are suspicious of one another’s motives or ability to contribute. Another frequently cited cause of team inefficiency and inability pertains to weak communication, particularly when members are of different cultures, countries or time zones. Poor communication can also result from conversational style differences. Some people expect discussions to follow an orderly pattern while others are comfortable with a more overlapping, interactive style.

By Sarah Hudson

Advantages and Disadvantages of Teams

Contemporary research workers in the field of organizational behavior believe that successful teams can largely improve productivity, increase employee involvement, foster creativity, and even provide for better job security. And yet, although teams can play a vital role in helping an organization reach its goals, the professionals from a Chinese translation agency in California remind us, that they are not the “ultimate” solution, for they might not be appropriate for a given situation. Moreover, even when they are appropriate, the particular organization needs to weigh both the pros and cons for using a team-based approach. It is true that a successful team can provide a number of advantages: pooling the experience of several individuals often results in increased information and knowledge and thus better decisions made. In addition, team members can bring a variety of perspectives to the decision-making process. However, as the Spanish translation workers also remind us, the multiple perspectives can hamper the joint efforts unless they are guided by and centered on a shared goal.

Another advantage of team work is that it often improves the likelihood that employees will embrace a solution because they developed it. In addition, since the members of the team have a greater likelihood of embracing the solution that they developed, they will likely try harder to encourage other workers to accept it.

Working in teams can foster creativity and unleash new levels of energy in employees who share a sense of purpose and mutual accountability. According to Milwaukee German Translation Service professionals, effective teams can perform better than individuals at solving complex problems. Finally, since individuals are social beings who need to belong to a group, teams fill this individual worker’s need. Working in a team also reduces boredom at the workplace, increases the feelings of self-worth and dignity, as well as lowers stress, anxiety and tension between workers.

By Margarita Mihaylova

Document Storage, Retrieval and Formal Communication For Translators

When communication tools are well-chosen and function in a smooth way, they can not only facilitate transition and change. The professionals from a Houston Chinese translation service give a good example to support this statement. They told us the story of Carter Law Firm, based in North Carolina. James Carter, a senior partner in the firm, wanted to replace the computer system they used at the firm for everything from contact lists to document storage. Though very powerful software it was too expensive and complicated for their needs. The solution he chose for his small law firm was a wiki, the same technology that people around the world use to contribute to Wikipedia.

The wiki not only helped cut costs, and handling much of the firm’s document storage and formal communication, but it also introduced informality. Many employees have added personal pages with information, which helped people within the organization to get to know each other, and in the opinion of the legal translation Service workers to bond as community.

In introducing the new system, Mr. Carter faced a common problem that often accompanies the any change, especially when it comes to the introduction of new communication tools: people tend to cling to the routine and familiar ways of doing things and are reluctant to embrace change. So he decided to encourage the use of the new wiki with a friendly competition. Except giving a chance to win a prize for each page created during the competition, from time to time, Mr. Carter also forced use of the wiki by publishing important information only on it.

What was the effect of all this? The Japanese translation services workers who gave the above example admit that the move to the wiki led to some disturbance and commotion. Employees split into one of two groups that had different ideas relating to how information should be stored and organized. However, they eventually reached a compromise and resolved the disagreement. So, the introduction of the new communication tool was not only cost-effective, but it also fostered more effective communication and teamwork.

By Sarah Hudson

Tourism in the Post-Socialist Countries

One of the ways to classify tourism is in terms of its specifics, direction and quality of rendered services. In essence, tourism is the production of services by way of a specific combination of physical components required for the production of an intangible product. Here we may quote from what the workers at a French translation agency in Dallas, Texas say: “Tourism is a promise of the supply side to create a certain effect seen on the demand side as an expectation to meet specific physiological and spiritual needs. In this light we can say that tourism as a business depends largely on the aims it pursues and on the demands of its customers – the tourists it attracts. In this light, the translation services workers from the above agency also add that tourism can be classified as a business not only in terms of its quantity but to a large extent in terms of quality.

The reforms in the countries that passed through a period of transition to a market economy have undoubtedly left their stamp on tourism. The workers from a Houston Portuguese Translation Agency formulate the following areas, particularly affected by these reforms:

  • The impact of the structural reforms associated with the processes of privatization in the tourism business and change in ownership;
  • The changes in the legal environment for tourism;
  • The impact of structural reforms on the market characteristics of competition in tourism and its commercialization.

Although the structural reforms aimed to develop a natural market environment for tourism in these countries since they did not involve control as a natural part of their implementation, this led to accumulation of problems in the business environment. In many of the post-socialist countries the keywords that can characterize tourist business are: overbuilding and bad management approach, making benefits without regard to the overall effect of the functioning of tourism and its coordination with other sectors of the economy. This, naturally, have lowered the prices of holidays offered by these destinations. Of course, there are a lot of travel agencies in these countries that can claim to provide good results in line with the notion of attractive tourism products and we hope that their number will rapidly grow in the future.

Translating Corporate Formation and Financial Documents

We may say that to prepare individual pro-forma budgets is neither formality nor an end in itself. The aim is to create accurate, reliable, valuable and useful information which reflects the business activity of the entity for a future reporting period as well as to provide for a basis for systematic control. Budgets can be used for forecasting the costs for the next reporting period as well as for the execution of ex-ante, ongoing and ex-post control over expenditure.

In the opinion of Tom Stevens, a Spanish translator from Los Angeles, one of the priorities of the accounting staff in the business entity is to develop operational and financial reports. After they have collected information from the accounts of the previous reporting period and information from the annual financial statements for the subject span of time, as well as from original data sources, verified and issued in a chronological sequence, they proceed to the calculation of the estimated data. The advice of Tom’s former colleagues in a German translation company is first to prepare a Sales Budget, followed by a Stocks of Finished Goods Budget.  These budgets are fundamental, as they project the future development of the entity. Only after they have developed them they should proceed to the development of a Production Budget, a Cost of Materials Budget, etc.

To develop the Sales Budget, accounting staff usually uses the information from the Revenue from Sales of Production account for the previous reporting period. Using the information on the production sold by type in the past reporting period and accounting for the price change estimates for the next period, they present in a structured way by months information for: the potential sales volume in kind, the forecast sales price and the estimated revenue from sales.

The above mentioned certified translation workers further explain, that the compilation of the Stocks of Finished Goods Budget is a task of the Marketing Department only. Thus after preparing the Sales Budget, the accounting staff prepares the Production Budget.  In doing so they usually prepare:

pro-forma budget of sales volume in kind;

stock of unsold finished goods at the end of the period in kind and;

potential production volume  in kind.

Effective Cross Functional Teams With Language Translators

As a professional certified translator, you might be tasked with an assignment where you will be working collectively with other professionals to solve a common problem or reach a common goal in a team. The following article discusses some characteristics of teams.

Communications within a cross functional work team symbolize a key aspect of professional communication. A cross functional team consists of individuals who come together with an aim of reaching a common goal.  For instance, it might include purchasing, accounting, marketing and even language translation professionals.  As one Houston Chinese translator explains, cross functional teams are formed in order to identify an effective solution and once a solution is determined and implemented with successful results, the team breaks up. Often the members of these problem solving teams come from a number of business areas, specialties and areas of expertise. The positive aspect of this sort of team is that it brings about a range of viewpoints from people of diverse corporate backgrounds and knowledge. However, the downside can sometimes be that conflicting interests can generate conflicts that require strong skills in professional communication to manage.

Committees are structured teams that tend to exist for an extended period of time and might even become a fixture of the organization. Committees generally have regularly scheduled events such as the meeting of the executive committee and perhaps even elections. Regardless of a team’s objective and responsibility, all members need to have the ability to converse professionally with fellow team members and outsiders. According to several experienced Japanese translation workers in Seattle, this need generally requires more advanced communication skills that include disseminating details and facts with members, being attentive to other members, and composing communications that convey the joint ideas and opinions of the team.