Leaders of Change. Change as defined by Thompson (2010) is “a process through which people and organizations move as they gradually come to understand and become skilled and competent in the use of new ways.” Change is not a process that happens in just one day. It is something that takes time to build and strengthen amongst an organization. The people involved in the process of change need to have the same goals and have the same clear ideas; this so they can be in the same mindset and be able to work together towards success. Communication is crucial during the process of change to facilitate the work for the people involved in the organization. The Ten Principles of Change. Organizations need to understand the ten principles presented by Hall and Hord (2001): Change Principle 1: “Change is learning- It is as simple and complicated as that” (p. 6). Moreover, the name change implies a learning process for each and every participant. Sometimes knowledge can be fun and easy for some individuals, but at times, it might be a problem for others. In the process of transformation, the people need to be permissive for new ideas to flow in order to learn and understand the changes that are going to take place in the organization. Change Principle 2: “Change is a process, not an event” (p.8). This principle guides the leaders to make sure that the staff understands that implementing a change is not something that is just going to happen in one occurrence, but rather it is a process that is going to take time. Leaders or staff will not be able to determine the extent of the change they are trying to adopt. Change Principle 3: “The school is the primary unit for change” (p. 9). The staff has to be aware that their individual actions wi... ... middle of paper ... ...the organization to a successful and smooth change. Works Cited Aitken, P., & Higgs, M. (2010). Developing change leaders: The principles and practices of change leadership development. Burlington, MA: Butterworth-Heinemann. Guajardo, M., & Guajardo, F. (2006). Narratives of transformation: A look at an educational leadership process. Catalyst for Change, 34(1), 3-15. Hall, G. E., & Hord, S. M. (2011). Implementing change: Patterns, principles, and potholes (3rd ed.). Pearson. Hargreaves, A. (2005). Leadership succession. The Educational Forum, 69(2), 163-173. Schlueter, K., & Walker, J. (2008, March). Selection of school leaders: A critical component for change. NASSP Bulletin, 92(1), 5-18. Retrieved from http://online.sagepub.com Thompson, D. R. (2010). Foundations of change for the scholar-practitioner leader. Scholar-Practitione Quarterly, 4(3), 270-286.
Dr. Tanisha L. Heaston, principal of Treadwell Elementary talks to me about educational change. In my first meeting and interview with her, she displays many if not all the leadership benchmarks of a Change Master and Facilitator. Defined by McEwan (2003), a Change Master is a highly effective principal who is flexible and futuristic. A realistic leader who is able to both motivate and manage change in an organized, positive, and enduring fashion. As a Change Master, she uses a situational approach since every school community requires somewhat different skills. Dr. Heaston respects change resisters, procures resources for her school, and trusts her teams which aligns with ISLLC Standard Six.
Tichy, N. M., & Ulrich, D. O. (2003). The Leadership Challenge-A Call for the Transformational Leader. In
In class, I learned about Kouzes and Posner’s five practices that relate to Transformational Leadership; they include modeling the way, inspiring
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Often times when one hears the word “change” in any aspect of life, they are often, put off, and intimidated by the word itself and the intended implication. This is a normal and understandable reaction for anyone engaging in any type of change. In terms of organizational change, this type of behavior often seen as, but is not limited to pushback, resistance, lack in productivity, turnover, drop in overall customer service, etc by team members. Thus, as organizational leaders, it is our responsibility to ensure that any change management implemented is smooth and has lasting benefits; by considering the impact on the organization as a whole and most importantly, the impact it will have on the team members within the
Hall, J., Johnson, S., Wysocki, A., & Kepner, K. (2013). Transformational leadership: the transformation of managers and associates. Retrieved from http://edis.ifas.ufl.edu/hr020
We need to embrace change by having an individual take a leadership role. There can be more than one leader, but at least one person has to realize change is needed for the better and success of others. Another way to embrace change is by bringing the ...
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Change usually comes with resistance in any workplace because change disrupts the employees’ sense of safety and control (Lewis, 2012). Kurt Lewin (1951) created a three step process for assisting employees with organizational Change (Lewis, 2012). The three stages are Unfreeze, Change and Refreeze. These are the steps to a smooth transition for change within organizations. Further, these steps are not possible without good communication from upper Management through line staff. Communication was consistently listed as an issue in surveys conducted by the department.
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
As an emerging leader whose desire is to see progress in his/her organization change is inevitable and necessary. Although change is an important component of moving forward and growing a lot of people resist change, this resistance can be contributed to our fear of the unknown which is what change represent to many people. Hence, when it comes to implementing change it would be best to start off by recognizing and identify what needs to be change ad how to bring about that change. You can’t convince others to go on a journey if you are not aware where you are going.
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership:: the Road Ahead. Emerald Group Publishing.
There are several factors which must be considered for a business to successfully undergo change. These changes can vary from minor to major. One must first identify the type of change that is required. There are three categories of change. Changes that are current which improve business procedures are called Developmental changes. Employees experience little to no stress during the process of developmental change. Communication is key to developmental change. Challenging market demands require developmental change. Developmental change does not have to be to a great extent. Developmental changes are incremental improvements which help to improve efficiencies, correct identified deficiencies, and build upon foregoing success. Changes which
Hayes (2014), encourages change managers to keep an open line of communication with employees. Although these ones may not agree or support the upcoming change, they value the information being given to them at the onset and may eventually tolerate or accept the change. Therefore, it is important for change managers to not only communicate with employees, but provide relevant information, as the quality of the communication is of the utmost importance.
Carter, L., Ulrich, D., & Goldsmith, M. (2005). Best practices in leadership development and organization change: how the best companies ensure meaningful change and sustainable leadership. San Francisco, CA: John Wiley and Sons.