The Story and Change lessons
Introduction
In this week’s assignment I will start off by sharing a personal experience of mine dealing with the change management process. Then we look at the lessons that are outlined in our text that were presented in my story and some that were absent. Then finally I will discuss the lessons that were experienced during the change process and if these lessons can be used for future change management projects.
The Change Story The first part of this week’s assignment is to share a personal experience dealing with change management process. Before I share my personal experience what is organizational change. One simple definition of organizational change is that it is a process in which a large company or organization changes its working methods or aims, for example in order to develop and deal with new situations or markets (Cambridge Dictionary, 2013). Change is not always as simple as it sounds from the previous definition. In fact it has been said “the world hates change, yet it is the only thing that has brought progress” (Kettering, 2013). Now let me tell you my story and some general background information to help you the reader understand the story better. I am member of the United States Air Force serving at Moody AFB GA and have been in the service for over 23 years. In my current organization I am considered part of the management team. The organization I belong to is the 71st Rescue Squadron and our primary mission is to support peacetime and combat rescue operations (i.e. rescue distressed boaters or shot down pilots). The unit is currently equipped with the ten HC-130P aircraft that were made in the 1960s and have a crew of seven (Pilot, Co-pilot, Navigator, Flight Engineer, Radio Operator, and two Loadmasters). With this mission and equipment the squadron has a total of 115 people in the organization (HC-130P/N
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.
LM06-2, Change Management Student Guide. (2013). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
around Tawas about a three hour's drive from our houses, it was the best we could find
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
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 is inevitable and bound to happen in all aspects of life including business. Although change is important in an organization, it can also be seen as a strength and weakness. Effective leadership is about mastering change. One must be willing to change in order to grow and be successful. This paper will compare and contrast Kotter and Kurt Lewin step in their change management models. Furthermore, it will elaborate on the concepts and explain whether these methods can be used at the same time. In addition, this paper will include a Christian worldview of the information discussed and how it relates to the change management models.
Based on assigned readings in Module 5 (“Colorado State University,” 2012), this journal entry reviews the author’s strategies as a change management consultant for building and improving relationships in client organizations. The discussion then considers the effectiveness of these strategies relative to the author’s workplace environment including the author’s approach for mitigating relationship issues in the event the strategies prove ineffective.
... NASA (The Challenger and Columbia Shuttle Disaster). First we looked at the images of managing change used by NASA in the case study. Then we discussed the types of change(s) NASA under took. Next we looked at some of the challenges of change that NASA faced. Next we discussed some of the resistance to change that NASA dealt with. Then we looked at how NASA implemented change. Next we discussed vision and change and the impact in the case study. Finally we discussed sustaining change as it related to the changes implemented by NASA in the case study.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
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.
Hughes, M 2006, 'Strategic change', in M Hughes (ed.), Change management: a critical perspective, Chartered Institute of Personnel and Development, London, pp. 52-63.
Change should be seen as a challenge and embraced with enthusiasm (Marquis & Huston, 2012). In my professional and personal life, I view and respond to change as a way to make improvements to existing regulations and circumstances. I embark upon the quest with determination to succeed at whatever task is presented to me. Life without change can become unchallenging and stagnant (Marquis & Huston, 2012). As society and technology advance, you must incorporate the necessary transformations that arise with it.
The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the ...
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).