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Organizational changes, revolutionary or evolutionary and levels, vary in different organizations. While some similarities are present, the culture, and leadership of an organization can impact the readiness for change. Katombe (2018) explored several change models as a "one size fits all approach" does not work (p.48). To understand the depth and variety of change, Burke (2018) provides a comprehensive summary of levels of organizational change in Table 6.1 to highlight how and when each change would be initiated and a probable cause of resistance. (p. 135-138). Of course, resistance to change must be considered as it is often a barrier that hinders success. Therefore, examining for readiness to change might be the most important factor in initiating and implementing a change endeavor. Alolabi, Ayupp, and Dwaikat (2021) believe that connecting stakeholders with a shared belief in the necessity of change is critical and could increase buy-in. Based on the readings and your research respond to the following questions:
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What factors determine a high readiness or a low readiness for change in an organization?
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Compare Lewin's three phases of change to Gliecher/Beckhard-Harris formula for change, D x V x F > R and share insights on their strength and weakness to address resistance.
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Reflect on your experience and describe an example of resistance to change. In your example, share the level of change and why you believe resistance occurred. Provide specific details.
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As a leader, explain how you would address the resistance to change described in your example
Organizational change is a constant, but readiness varies. We'll explore what makes organizations ready or resistant to change, drawing on factors like leadership, culture, and past experiences.
We'll compare Lewin's phases and the Gliecher/Beckhard-Harris formula to understand their strengths and weaknesses in addressing resistance.
A real-world example illustrates resistance at work, allowing us to dissect its roots.
As leaders, we'll strategize on addressing this resistance, emphasizing proactive measures, communication, and stakeholder engagement.
Join us on this journey to master the art of navigating organizational change.
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- Explain the refreezing stage in Lewin’s field force model of change.arrow_forwardHow does effective communication and alignment within the organization support the implementation of long-term plans?arrow_forwardWhat tools are available for leaders to evaluate organizational readiness for change. How might you employ those tools in your organization to determine if the organization is ready to engage in the change process?arrow_forward
- Consider your personal schema for handling and managing change. Do you work with a one-size-fits-all approach to change management? To what extent do you adapt your approach to the scale and timing of the change? To your own relative power in the situation? To other context features as identified and related to change management, processual, and contingency approaches?arrow_forwarddiscuss each of the Organizational Change Skills as they apply to your organization (Tesla Inc.) Where are these skills “housed” in terms of the key individuals and groups identified: Delivery team Vendors Influential leaders Impacted peoplearrow_forwardDescribe the interventions presented in the text. Discuss how contingencies related to the change situation affect the design of effective organization development (OD) interventions. Discuss how contingencies related to the target of change affect the design of effective OD interventionsarrow_forward
- Change management is essential in communicating change in a organization. In looking at the American heart association as a healthcare organization, what is a change management model or theory you would recommend this organization used regarding changes it makes? Why?arrow_forwardThe ADKAR model of change focuses on the "people" side of change (i.e., how people move through and experience change). The five elements of ADKAR—Awareness, Desire, Knowledge, Ability, and Reinforcement—reflect the outcomes needed for individual change to succeed. Consider your current organization or an organization with which you were once affiliated, and address the following: Provide an example of a change initiative of a collegue getting promoted you experienced. Discuss how each of the five elements of ADKAR was applied or could have been applied to support the success of the change initiative. Which element of the ADKAR model do you believe was the most challenging for you to embrace? Why?arrow_forwardIn the dynamic landscape of organizational change, the complexity of the process often necessitates a flexible and adaptive approach. The contingency approach to change recognizes that there is no one-size-fits-all solution. Instead, it advocates for tailoring change strategies to the unique characteristics and circumstances of the organization. This approach requires leaders to assess the specific challenges and opportunities within their organizational context and adjust their change initiatives accordingly. Factors such as the organizational culture, employee readiness, and external environmental factors play crucial roles in determining the most effective change approach. By acknowledging and responding to the contingent nature of change, organizations can enhance their agility and resilience in the face of evolving internal and external dynamics. Question: How can organizational leaders effectively identify and assess the key contingencies that influence the success of change…arrow_forward
- find four scholarly journal articles that describe a plan for instituting organizational change. Provide a brief evaluation of at least two different generic change models that might be used to address the change needed in your organization (An example of a scholarly change model is Kotter, J. P. (2005). Leading change. Leadership Excellence, 22(11), 5-6. It is not required that you use this model.)arrow_forwardChange management is not a one-size-fits-all approach; it requires customization to suit the specific needs and challenges of each organization. This customization involves understanding the unique organizational culture, the nature of the change being implemented, and the readiness of employees to embrace change. Organizations may adopt various change management frameworks and methodologies such as Kotter's 8-Step Process, Prosci's ADKAR Model, or Lewin's Change Management Model, among others, to guide their change efforts. However, it is essential to adapt these frameworks to fit the context and dynamics of the organization. Additionally, effective change management requires a balance between structure and flexibility, allowing for adjustments as needed based on feedback and evolving circumstances. Furthermore, building a change-ready culture within the organization entails fostering a mindset of innovation, learning, and collaboration, where employees feel empowered to contribute to…arrow_forwardCapitec is an organisation characterised by change. All organisations experience some level oforganisational barriers to change and individual resistance to change. How would Gerrie and hismanagement team deal with employees’ resistances to change? discuss the methods organisations such as Capitec can use to overcome resistance to change. Conclude your discussion with the method you believe is most prevalent toCapitec.arrow_forward
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