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Change Implementation

Change Implementation

It has been said that from day to day, organizations face substantial changes on a regular basis. It has also been stated that technology, outsourcing, and restructuring through downsizing or rightsizing are some of the key reasons for a change.

• In this discussion, we will assume that we are receiving a new role position of being the point person within this department/division for on specific change factor. Let us discuss some of the barriers you must address that could challenge the change initiative.

Barriers that must be addressed would involve communication and organizational training. However, education strategies, as well as many other strategies, take time (Palmer, Dunford & Buchanan, 2017). For example, these types of levels can be caused by a lack of communication or developed based on misunderstandings. As the organization’s point person, another strategy we could implement, that could challenge a change initiative, would be facilitation and support because it can increase organizational awareness and understanding. 

However, this strategy can challenge change initiatives because it takes times. Also, facilitation and support can be expensive as well. In the process of change, funding may be limited, or the organization may have to comply with a strict budget. A third strategy could be manipulation and co-optation. For example, these strategies are known to be less timely and inexpensive. However, the members who feel that they have been manipulated in the process tend to experience and present even more problems in the future as a result of stakeholder behaviors (Palmer, Dunford & Buchanan, 2017). For example, powerful stakeholders can be difficult to manage.

• What steps can we use to facilitate a successful change process?

     To facilitate a successful change process, I would first begin promoting communication. Allowing room for participation while changes are being planned. Also, sharing information about the change can help the organization to improve their communication skills, to improve their relationships as well as to improve their preparation skills so that the team can grow more accustomed to making the change prior to committing to the change. Compensating employees can help them to obtain wages for the extra time that is required in order for the team to participate in these changes (Palmer, Dunford & Buchanan, 2017). Finally, demonstrating my own commitment to the change can help us to facilitate a successful change process as well.

References

Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.). Retrieved from https://www.vitalsource.com

Breaking Through Resistance

Breaking Through Resistance

• Identify three reasons for resistance to change. Which of these reasons is likely to be the most critical in your organization? As a leader, how would you overcome this type of resistance?

     One main reason people resist change would be fear of the unknown. This is very common in many organizations. For example, many unexpected events could involve meetings with the manager in the process of organizational discussions based on poor performances, demotions, and terminations. A change event is very similar because individuals who are involved often do not know what the change will be, and this feeling can be very uncomfortable for the team. The article titled, “Overcome the 5 main reasons people resist change” identifies how this type of change often occurs when a particular type of change takes place without warning (Quast, 2012). The article also identifies another perspective of how individuals tend to push back on or to resist change whenever the particular type of change is negative and when the people are not prepared to effectively handle the change. For example, whenever a negative change occurs without proper warning, the jobs and the tasks of employees at that organization can suffer a negative impact. Everyone can become confused in the midst of operations like these.

     Another reason people resist change would be timing. For examples, organizations may only be equipped to handle a limited capacity of change and a specific capacity of response technology and recovery skill. Therefore, change cannot be implemented at high capacities and within a short period of time because it can have a negative impact on business operations as well as recovery procedures. Organizations can only implement a certain amount of change within a limited amount of time so that the team can avoid high levels of resistance. Change must also be implemented with the right level of empathy in order to work effectively or to be successful in operations like these.

     A third reason why people resist change is mistrust. For example, within an individual term of employment, trust can grow over time.  However, within an organization where, in the article, it is identified that when employees don’t trust managers, employees can show higher levels of resistance. Although, whenever existing relationships between employers and employees are strong, they can be less expected to resist change initiatives.

     Within my organization, the most critical change would be mistrust. From day to day employees are hired, quit and are terminated and some sooner than others. From reading the article, it can be identified how mistrust can quickly develop into a resistance to change as well, (Quast, 2012). Involving past employers, the most important aspect of employment is building a relationship with your boss and getting to know your manager. When such relationships are weak or non-existing, job security can be another result. Job security can impact the organization’s performances, especially where change is needed. For example, loss of job security and loss of control of position or role can result in employees fearing that they will lose their position (Quast, 2012).

     To overcome this type of resistance it is very important to maintain a very close and strong professional bond with the other members of the team. As a result, it can more easily train and communicate with these individuals. Also, it will be less difficult to implement change operations. High levels of job security can help change implementation procedures to run more smoothly. In the text, it can be identified that increasing the demand for skill can help overcome resistance. Encouraging engagement and dealing with the past can help organizations to strengthen bonds as well (Palmer, Dunford & Buchanan, 2017).

References

Quast, L. (2012, November 26). Overcome the 5 main reasons people resist change. Forbes. Retrieved from http://www.forbes.com/sites/lisaquast/2012/11/26/overcome-the-5-main-reasons-people-resist-change. Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.). Retrieved from https://www.vitalsource.com

Organizational Changes: Change Verses Dismal Failure

Change Verses Dismal Failure

• ·         In this discussion, we are going to locate and discuss a scholarly article that describes a successful change initiative within an organization

     All organizations will experience changes at one time or another. However, the true success or the true failure of an actual change program implementation can be determined by the effectiveness of the program and can be identified through organizational improvements. For example, there are a number of different scholarly articles that describe successful change initiatives within specific organizations. One article that is titled “MacKenzie College. The organization was currently experiencing problems and issues understanding and repairing the deteriorating educational institution and a deteriorating organizational culture. In the text, the story identifies the organization’s main mission during massage therapy training courses.

     For example, the organization’s mission as stated is to provide more of a learning environment that facilitates self-confidence, knowledge as well as professionalism during therapeutic massage operations and practices. Overall, the school’s main mission is to build relationships and to bond with its students, its teachers, its parents as well as the surrounding community. Therefore, changes had to be implemented to improve the school’s performance as well as motivate these members as well. It was stated by the teachers that the students were not prepared. Other teachers identified the fact that students were not motivated. Massage therapists can be identified as healthcare and healthcare practitioners that strive to provide the most comfortable and healthiest therapeutic environment.

     For example, the change initiative that was attempted was to require all students to dress more appropriately during class and clinic assignments. Weick stated how individuals are part of their own environments. It has been said that human beings are actors. And in the process of acting, humans tend to become such constraints and the opportunities that they face from day to day. At first, the difficulty arose during the change attempt. The team had continued making unethical decisions based on the wardrobe they chose to wear, just as they had in the past. Even after repeated reminders of the school’s dress code, the students continued to wear dirty, unclean, jeans that were faded.

     The story also identified how some students walked into the clinic with holes in the knees and in the rear of their jeans, as well as T-shirts that spelled out pirate slogans that were inappropriate. Baseball hats were being worn backwards. In the process of organizational change implementation procedures, resistance can arise. For example, change can present or generate negative images, cause students to feel alienated, put teachers in long-term phases of isolation as well as upset their surrounding communities. Stakeholders can be affected as well in these operations (Palmer, Dunford & Buchanan, 2017). In this story, strategies were utilized with a direct application. In this case, the organization applied strategic change procedures which helped the team to improve their conduct. The change was to be successfully placed upon the organization’s culture.

    Communicating the actual need for change helped to motivate and prepare these members. Communicating this need is the first stage of strategic change operations. For example, communicating the need to stakeholders helped to provide them with an effective amount of time to understand the what why and the when of the change initiative. Communication also kept these channels open throughout the change process. The main focus was not only to change but to adapt to these changes as well.

• ·         Next, locate and discuss a scholarly article that describes a failed change initiative within an organization.

     There are a number of reasons why change fails. Communication issues, a lack of preparedness, a lack of funding can promote a failed change, to name a few. In the year of 1993, fourteen firefighters were killed on duty. It was known as the South Canyon tragedy. The South Canyon fire started out as a small wildfire and then quickly escalated into a large firewall (Clancy, 2007). Another story involves the Cramer fire that killed two firefighters in Ohio in the year of 2003. For example, the first story demonstrates an organizational change initiative that failed. In this case, confusion was the blame for the failures. In the story, the type rating system was the blame for the firefighter interference, which prevented them from properly enacting the fire during its transition. It was also stated that at this time, the organization lacked organization.

     For example, Weick perceived the four elements of change to be enactment, ecological change, selection, as well as retention. Ecological change helps to bring forth a more enact-able type of environment. This element helps to capture active roles of parties while they form their individual environments. Selection involves interpretation. Retention is identified as the style of preservance of sense-making and how it is implemented in the future. The fire station organization is aware that their managers and leaders play a very important role in organizational safety procedures and operations, however, it was perceived in this case that fatalities while on duty have involved firefighters of all positions, ranks, and levels meaning the highest ranking professional firefighters to the lowest ranking levels among the organization.

     In other words, the leaders were not just the blame for these tragic events which has taken place in the past. Calling the fire transitional fire has seemed to help in providing a better understanding when these fatalities actually occurred. In this case, the organization was attacked in its structure, at the same time that the fire was transitioning. It was also stated that the fire had been physically neglected. Therefore, the element of sense-making will be used in the future for both the organization as well as on more physical levels as well. Compare and contrast the implementation theories used for the change events discussed in the two articles. Provide a summation of what could have been done to make the failed initiative a success.

     Finally, communicating the need for change, and debating the change prior to actual implementations can help the team to better accept change as it occurs as well as implement what was learned within future operations will help organizations to smooth out their operations and to be successful. The first article showed how a lack of motivation can effect change initiatives as well as outcomes of change. 

  The second article identifies the importance of successful change procedures and effective communication. Communication is a very important element that must be utilized in the process of company operations. For example, during emergency events where time might be limited, it is very important to effectively understand all instructions given so that employees are able to respond within considerable time frames. At times, life can be on the line for many. Losing a fellow employee can be devastating when the team must go on. 

 Again, it is suggested that all organizations maintain close bonds with one another to prevent confusion. However, all steps in the change process must be effectively understood and completed in order to predict successful outcomes. South Canyon could develop higher quality technology to predict the weather. Both organizations need to improve all safety response initiatives when events like these occur. Both organizations could improve their qualities of training as well (Lamprinakis, 2015). All organizations will experience changes at one time or another.

 References

Clancy K. Making Sense of the Fire Environment(s): Applying Mode Confusion to Understand Failed Organizational Change in Transition Fires. Conference Papers -- National Communication Association [serial online]. November 2007;:1. Available from: Communication & Mass Media Complete, Ipswich, MA. Accessed December 19, 2017. Lamprinakis L. Participative organizational change and adaptation: insights from a qualitative case study of successful change. Development & Learning In Organizations [serial online]. March 2015;29(2):10. Available from: Complementary Index, Ipswich, MA. Accessed December 18, 2017. Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.).

Managing Change

Images of Managing Change

• In this lecture, we will utilize assigned resources which provide us with six images of managing change. Each of the images are all based on differing assumptions. Selecting two of these images to be discussed,  we will also evaluate each image and compare and contrast the role that the images play within the change process.

     One image is known as the change manager as coach. This theory is that change managers have the ability to change, alter or shape the organization he or she manages. For example, from reading the text, it can be identified by the fact that this point of view is supported by the OD theory, also known as organizational development theory. The OD theory explains how the change manager’s image would focus greatly on specific values like humanism, democracy, and development. Most every intervention is followed by a goal to develop specified skill. The purpose of this image is to help organizational members to better understand and to solve their own problems. Overall, this plan is expected to produce results with less resistance as well as with an increased level of speed and a higher commitment level.

     Another image is known as change manager as the interpreter. This image helps members to develop an understanding as well, which is similar to the change manager as coach. For example, this image helps members to develop a more effective understanding of occurrences and events within the organization.  Concerning groups who do not hold interest or do not hold similar views, which Is also similar to the characteristics of the change manager as coach. This model was developed to clarify one’s actions and demand. This image perceives the level of usage should be low enough to intervene, requires minim levels of detention and action.

References

Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.).

Change Initiatives

Change Initiatives

• Let us first discuss an article that reviews an organizational change initiative.

     In the process of business operations, normal levels of resistance might increase. From reading the article, it can be identified that there are a number of different reasons why resistance might develop. Change may occur at any time. Some changes might be successful while other organizations might fail in their change operations. For example, the article I chose to present is titled,” The Emerge of Change In Unexpected Places, presents a theory that perceives change convenience to be the most likely place that most changes will occur where there is a limited party of interested individuals.

• Next, we will summarize the article and discuss the successes and failures of the change process. Then, we can analyze the strategies used for the change process and why they were a success or failure.

     The article that we will discuss involves attempted initiatives involving the distribution of power. This article is titled, “Community care contract management practice. Strategic change initiatives help to shape the organization’s willingness to change. Although active opposition can help the organization to reproach by demanding more time for further attempts. Successful procedures help to influence attempts to replicate development in other areas and practices.

    In this case, all attempts to make these changes had failed and had been unsuccessful. For example, concerning costs, streamlining monitoring meetings were unsuccessful. The main reason was said to be because most change managers relied on existing procedures. However, their unwillingness to change can shape negotiations and implementation of the change process overall. Reconceptualizing the actual change to develop needed resources along with the construction of values in the process. Undetermined values would limit the ability to predict developments. However potential resources can explain a decline in value, which helps to shape power and increasing the interest of organizational members. Space has also been proven to be a valuable aspect of power and change resources as well. Resourcing space enables direct actions. Therefore, the company has focused greatly on actions that are mobile. However, many have argued that resourcing space might produce unexpected results. This change process has failed as well.

References

Palmer, I., Dunford, R., & Buchanan, D. (2017). Managing organizational change: A multiple perspectives approach (3rd ed.). Retrieved from https://www.vitalsource.com. Wiedner R, Barrett M, Oborn E. The Emergence of Change In Unexpected Places: Resourcing Across Organizational Practices In Strategic Change. Academy Of Management Journal [serial online]. June 2017;60(3):823-854. Available from: Business Source Elite, Ipswich, MA. Accessed November 26, 2017.