BUS610 Wk5 Assignment
BUS610 Wk5 Assignment
CSU - Dominguez hills
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Date Created: 11/15/15
Running Head CHANGE A PROCESS OF THE PEOPLE Change A Process of the People Kerry Vault BUS610 Organizational Behavior Professor Yamil Guevara Ashford University May 12 2015 CHANGE A PROCESS OF THE PEOPLE 2 Introduction Change is powerful yet more often something that people are resistant to Whether due to internal or external factors the pressures that people both management and employees go through When tasked With implementing and accepting change can be overwhelming While there are many reasons one Will resist change often the forerunner can be due to a lack of understanding not only Why the change must happen but how it Will happen There are many theories surrounding how to best handle the challenge of change and Kotter s theory is the most cited and descriptive lending to a systematic process of implementing and maintaining change This paper Will examine the resistance I experienced When faced With change and the possibilities locked up in Kotter s theory that may have helped the process of change I resisted Mainly change is a process that can be successful if the right people are given the right tools to implement the necessary factors Resistance to Change Change is a process that depends on understanding and acceptance of the concept behind Why change is necessary and how to go about it In fact according to Baack 2012 most employees resist change due to personal reasons mainly in the interest of preserving the status quo This type of reasoning helps explain Why change is often difficult to achieve especially in a corporate environment In addition to the an employees resistance to change it is often found that management can be skeptical about change as well Most often the fear of failure and the consequences that include demotivation cynicism and lack of effort in potential changes are What keep managers from initiating change Umble amp Umble 2014 When both employee and CHANGE A PROCESS OF THE PEOPLE manager are resistant to change the opportunity to make improvements to processes is pretty much nonexistent Based on the need to make eventual changes within the lifetime of the corporation management is usually faced with an immensely difficult task Often change resistance is attributed to both internal and external factors weighing down the ability to see the need or good of change Internal factors which can also be attributed to intrinsic factors are what motivates or hinders a person based on how they feel about doing something and how it affects them personally This is opposed to external factors which are essentially out of the control of the person but must be considered since they have strong bearing on how a person reacts For example an external factor could be the weather when it is extremely hot outside people tend to become more irritable and less able to make just decisions remaining a factor that cannot be controlled but must be considered Lack of Understanding Recently I was in a position that forced me to change a process that I was familiar and comfortable with not to mention very good at It is my job to arrange the tables and instrumentation for certain surgical techniques that are to be performed which also requires me to work with various personnel in an everchanging environment These factors contribute heavily to my reluctance to change those processes as they are processes I know well and can perform as required During an event a colleague was attempting to change the way our model was positioned which prompted me to question him Since it is my responsibility to make sure everything moves smoothly and the big picture is being kept in mind I needed to make sure all details of the event were worked out through me When these details were not described to me CHANGE A PROCESS OF THE PEOPLE 4 and the process was being changed I immediately felt threatened and frustrated It was apparent to me that changes were underway and I was helpless to stop them Instead of accepting the circumstances I rushed to question the motive behind the process change as well as the plan for how the process was going to work under this new direction In essence I was resistant to this change because I did not understand it Some research has shown that both resistance to change as well as change itself are dynamic factors Lundy amp Morin 2013 and require a certain level of explanation and acceptance by both parties involved in the process With this in mind I can look back on the situation and realize that change can happen so long as I understand the process by which change will happen In fact as stated by Umble amp Umble 2013 a theory of constraint or TOC was developed by Eli Goldratt that describes change process as three layers 1 What to change What is the problem that must be addressed 2What to change to What is the agreed upon solution to the problem and 3 How to cause the change How should the solution be implemented p 18 Seemingly when all parties can agree on why changes are necessary how they will be implemented and what the best outcome is change can happen without much trouble This resistance to change I experienced was most likely due to an internal factor as I was unwilling to relinquish control of the situation due mainly to my sense of pride in knowing the process and feeling as if my authority was being questioned In addition to this internal factor however an external factor was at work as well In the instance that this change would have happened without my knowledge the ability for me and my team to function in our processes would have been diminished since we would have not known what was happening or why As CHANGE A PROCESS OF THE PEOPLE 5 an article about resistance to change by Lundy amp Morin 2013 states When change occurs a series of events and reactions follow p 47 Both of these factors draw a line to the ability or lack thereof I would have if this change were to happen before I knew the process that Kotter lays out in how to best approach changes Kotter s Theory Many models of how to in uence change exist from Lewins model of unfreeze transition freeze whereby the behavior is changed through attitudes and thinking surrounding unwanted behaviors to Kotters eight stage process of change that helps all parties identify and be on board with the changes These models are just a small example of the theories that exist and Kotters process is probably the most popular if not the most cited Lundy amp Morin 2013 Kotter believed that a sound approach to implementing change consisted of eight steps that management could successfully utilize These steps include providing a good reason for the change creating a group to develop the plan preparing a strategic plan ensuring all employees are included in the plan ensuring all personnel are on board and excited about the plan creating a system of incentives for progress adjusting the plan as necessary and establishing a strong alliance to company growth with the change B aack 2012 The theory that Kotter created is one that can be used in the context of understanding how to allow others to be more receptive to changes that must be made In the instance of creating change in a process that one is familiar with such as my experience with the colleague of mine the eight steps above may have helped induce an environment for change The first step would be for my colleague to describe why our current process won t work and why This allows me to understand that the need for change is upon us CHANGE A PROCESS OF THE PEOPLE 6 Second a group of us that understand what the problem is and what solution needs to be reached could then have brainstormed about how to make the changes happen At this point the group is able to establish a true vision of the changes needed and can then infuse the plan with proper strategic details Since most plans especially those surrounding major changes do not succeed unless everyone is in the know and on board with the plan the remaining members of the prep team should be notified at this point of the changes happening as well as the reasons and the plan to make the changes This idea however must be thought out carefully as the time place and audience to which changes are proposed are the most crucial factors in making changes actually feasible Meinert 2015 To properly implement the changes and have them succeed it is best to incentivize the others by asking what ideas they have and utilizing their thoughts about the process to help show their opinions matters Since the plan to make changes is not yet proven it is important to keep the group apprised of the success of the changes and give praise for their good idea This will ensure continued acceptance of the change Of course any changes that are necessary to ensure the process of change is working whether it be minor or major adjustments are crucial to keep the process a oat Once the changes have been proven to be successful it is important to bring to the attention of everyone involved how much the event as a whole has improved further cementing the idea that change is sometimes necessary and good Conclusion When change is necessary and not all parties are privy to the reasoning behind the change the process can be difficult With the use of theories such as Kotter s theory of change one can begin to understand how to implement the process of change through well placed people CHANGE A PROCESS OF THE PEOPLE 7 and the correct information During a difficult change process I experienced it would have helped to understand Kotter s theory perhaps allowing all parties to best move forward with the changes necessary In the end it is considered to be imperative that the people involved with the change process are well informed and involved every step of the way References Baack D 2012 Organizational behavior San Diego CA Bridgepoint Education Inc Retrieved from https content ashfordedubooksAUB US6 1 0 122 Lundy V amp Morin P 2013 Project Leadership In uences Resistance to Change The Case of the Canadian Public Service Project Management Journal 444 4564 doi101002pmj21355 Meinert D 2015 Tired of Change HR Magazine 603 20 Retrieved from httpedsaebscohostcomproxvlibrarvashfordedu Umble M amp Umble E 2014 Overcoming resistance to change Industrial Management 561 1621 Retrievef from httpedsaebscohostcomproxvlibrarvashfordedu
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