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Behavioral change reflection paper
Behavioral change reflection paper
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The 7 Levels of Change: Different Results for Different Thinking
The 7 Levels of Change provides a different way of thinking to enhance behaviors and processes. The author demonstrates throughout the book a seven process of change that builds upon the next. He believes that by thinking differently, being creative and stepping out of the norm is the catalyst to solutions and results beyond one’s expectations. Although the author uses the analogy of a new work environment to expound on the level of changes, the fundamentals can be used in both your personal and professional life.
Below each level is identified, along with tools and techniques to help one achieve their goals of mind shifting. The author himself has provided specific examples of his skills and experience as a change agent and innovator.
I. Level 1: Effectiveness – Doing the Right Things – starting new habits and ridding old ones is about change and takes approximately twenty-one days to establish. Writing down your ideas is a “do the right thing” tool that can help you reinforce the importance of ideas. This level is also about awareness and focus – being aware of the right things and then focusing on doing them. Effective thinking is “focused on an intended or expected effect, thinking that produces the intended result.” As with anything there are pros and cons and it holds true for level one. For instance, starting a new job means that you do everything by the book…what is told to you by a coworker or mentor. Because you are acting in accordance to the company’s policies and processes, you are doing the right things effectively, yet are apprehensive of doing things outside of the box.
II. Level 2: Efficiency - Doing things right – After mastering the way things are done on the job (level 1/effectiveness), you are able to move into level 2, which comprise of rules, guidelines, standard operating procedures and time. At this phase efficiency is the foundational thinking; “thinking that produces ideas with a minimum of waste, expenses, energy and unnecessary effort. Time management plays a major role in efficiency. Suggested tools such as a “to do list, a day-timer/planner, e-mail, phone logs, and e-mail, can help manage your time and build and enhance efficiency. Another form of level 2 is delegation, this helps to save time and open mental windows for creativity.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
The stages of change according to the Transtheoretical Model of Change consist of precontemplation, contemplation, preparation, action, maintenance, and termination. The Transtheoretical model of change includes flexible stages. This means that an individual could be in the maintenance stage one week, relapse the next week and be back in the precontemplation stage. The stages of change are not stagnant and an individual could go up/down a stage or stages of change depending on their development of self-efficacy. Ted goes through all of these stages of change on his journey to sobriety.
When you are born people are there to take care of you, love you, and guide you through life. As you grow up and life changes, you must take charge of your own life and not become so dependent on others. Throughout the course of life a person will encounter many changes, whether good or bad. In 'A&P';, 'The Secret Lion';, and 'A Rose for Emily';, the main characters in the stories are Sammy, the boys, and Miss Emily who face changes during their lives. All of these characters are in need of change. Because of their need for change, their lives will become much better. They are filled with wonder and awe about the world around them. No matter what type of person, everyone will encounter changes. It is part of the natural process. A person is encouraged to make these changes for the good. Sammy, the boys, and Miss Emily all encounter changes in their lives that fulfill their need to become something different.
When attempting to bring about change, some people are more successful at it than others. Some people find it relatively easy to change something while for others it is very difficult. One of the reasons that occurs is because the successful people enhance and utilize their skills in order to bring about change. In the book Insight Out by Tina Seelig, four main skills are discussed in a hierarchal and cyclic system. Seelig then highlights each skill in turn and includes projects for the reader to do in order to enhance that particular skill. These skills include imagination, creativity, innovation, and entrepreneurship.
The Immunity to Change Map is an examination of our current actions, thoughts or behaviors that prevent us from developing into a better version of ourselves. This process is not a simple exercise in divulging our behavioral aspirations. The ITC map is an in-depth methodology that highlights several aspects of understanding the issues behind an individual’s lack of success in reaching developmental goals. Once the improvement goal has been established, it is important to identify the counterproductive behaviors that work against the goal. The next step is an acknowledgement of the related personal stresses or issues, called a “worry box.” The worry box are the related fears that keep us from moving forward. Defining the “hidden competing commitments” is next in the process. Kegan and Laskow Lahey (2009) explain hidden competing commitments as items that that aid in our self p...
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
In dealing with addicted clients, it is crucial to consider the client's attitudes, intentions, and behaviours as these factors, are linked and pivotal in affecting change of the problem behaviours, which is the premise of the stages-of-change model (Miller, 2015). Furthermore, the stages-of-change model contends that change happens when the right combination of the procedure occurs at the right time. As such determining where the addicted client's level of change as well as determining the right intervention to apply is critical for the success of the client.
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.
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.
The steps in the Fisher (2012) model are not meant to line up with Kotter (1995) steps, but signify how people psychologically deal with personal change as they move through the change process. It is important to include this human element in the change process as any change, however small, has the prospect to have a major bearing on an individual, their regard for their own interests and subsequent performance (Sabjanyi, 2006; Brisson-Banks, 2009). People struggle emotionally if there is a lack of clarity about what will be changing and by when and the fear of the unknown can cause resistance to change (Mclean, 2011; Weiss, 2003). Therefore, it is crucial for successful change to address the human aspects of the change process and communicate
middle of paper ... ... A system of creative suggestions not only stresses on continuous improvement but it also emphasizes importance in identifying problem sources and eliminating waste so that organizational performance can be improved. viii) Vision towards quality achievement.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
From readings and life experiences, I have become cognizant that transformation is both internal and external and often about positive outcomes, as noted by Gleason,
(Advameg, n.d.) In developing teams it is a good idea to have a basic sense of the various stages