Planned Change

The role of vision and power is very critical in the establishment of a planned change. Although the role of vision in planned change is very different from that of power, they both influence the course of events in planned change; ultimately leading to a positive outcome if carried out properly. During the process of implementing planned change, a leader needs to recognise the need for a change, outline the goals and objectives needed to achieve the change and if possible, have a set date of when the goals and objectives are to be met; as this makes the vision clearer and more focused. Surely, a vision which creates a clear idea of what the group would achieve in

This course has taught me a lot in terms of initiating and managing change, and Kotter’s eight-stage process is a very useful approach when it comes to making changes within an organization. This course has helped me strengthen my skills in overcoming barriers that tend to get and make it difficult to

The primary two reasons for having an assessment of implementing change is to have proper data and analysis so that the change can grow from an idea to a proper implemented procedure. The different sources of data that are collected will be useless until they are properly analyzed with respect to projected changes. Therefore, it is important to focus on data collection, analyzing, and summarizing to form a proper decision on changes that are appropriate. A properly analyzed and planned implementation of change will be strong against any resistance, identify areas where there might be potential problems, and will help develop strategies to begin the process of identifying

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

In today's session, Group members were presented with education regarding the stages of change and the characteristic of each stage of change. Group members were then identified and shared which stage of change that he/she presently was in; and discuss how to progress to the next stage of change.

| One of the main learning points that I read was that communication needed to be thorough and maintained through the course of the changes to ensure that complacency didn’t set in or any regression in the implementation of the changes. Another is that consideration should be given to the concerns of the individuals that will be directly affected.  It is important to note these because these are sometimes the breaking points for an unsuccessful implementation. Especially considering the individuals affected, it so simple just a little extra time understanding how and what the change will affect will ease the process in the

Once implementation is under-way the results of the new change to systems and structure must be under constant observation. Change never looks exactly like the expectations of the strategic plan and affected individuals will not always respond as expected, either. Leaders must examine and evaluate target objectives revealing if change is reaching desirable results for the organization.

“If we understand change better, we will be able to influence (but not control) it for the better” (Fullan, 2014). When change in a culture is in effect, the organizational culture tends to be unsettled. This may seem like an inopportune time for our staff to be unsettled, but this is the best opportunity to identify and create breakthroughs (Fullan, 2014). When analyzing the structure for a change initiative, strategic planning must first take place. What problems are foreseen or obvious? Are there

A major part of the planning stage is the proposed solution for the implementation. After the evidence is analyzed critically, a plan is developed to implement with the help of a change model. Before implementing change, it is important to follow the steps, which includes: analyze change, know the elements and the way to apply change (Houser & Oman, 2011).

In order to obtain long term success, it is important to strictly follow Kotter’s Eight Step Change Model in the correct order. The first step is to create a sense of urgency among the staff. The PCA called in a meeting and introduced the concept of the change and reason for the change. It was a mandatory meeting and snacks and beverages were served. Several concerns and threats affecting the financial aspects of the company and how to maintain job security were addressed. Employees were asked one by one how they like what they are doing, why or why not they like it, what is important to them and what do they think can be done to improve it. Creating a guiding coalition and directing others in the right direction of change is the

This paper will describe a problem that my organization currently has and consider a change that can fix this issue. The paper will identify how the change aligns with my organization’s mission, vision, and values and professional ethics. The paper describes a specific solution to the issue and the strategy that I can use to implement the planned change. The strategy will include the steps that are necessary to facilitate the planned change.

4. CIPD Practical Tool ‘Approaches to Change: Building Capability and Confidence’ (2010) accessed at ht

This theory gives answers apropos to change management like where the change needs to happen, how to go about delivering the change, Where to start from , whom to involve and how to see it through to the end.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

1.1 Change management is described by Armstrong (1) as “the process of achieving the smooth implementation of change by planning and introducing it systematically taking into account the likelihood of it being resisted”. Change, the fundamental constant in any successful organisation, can be adaptive, reconstructive, revolutionary or evolutionary and can happen for a number of diverse reasons: