Answer The Following Questions In A 7-Page APA Format Paper

Answer The Following Questions In A 7 Page APA Format Paper1 If You

Answer the following questions in a 7-page APA format paper: 1. If you have been involved previously as a manager of change, how would you rate yourself in terms of your handling of the need to take actions that sustain change? What have you done well? What not so well? 2. When you've been on the receiving end of the change initiatives of others, how well have they handled the need to take actions that sustain change? What have they done well? What not so well? 3. Of the various cases presented in chapter 12, which one resonates best with you? What is it about this case that you can relate to? Are there any implications for how you would act in the future? 4. How good are you at handling unanticipated outcomes? 5. If there was one main idea that you took away from chapter 12 that you believe can be of most use to you as a change manager, what would it be? 6. If you were to add an idea to the treatment of sustaining change that is provided in chapter 12, what would be your contribution? The CLA assignments encompass the learning objectives for this course and are designed to increase your comprehension and augment your ability to apply concepts learned in your professional careers. Following points can be used to write an assignements Guidelines: 1. If you have been involved previously as a manager of change, how would you rate yourself in terms of your handling of the need to take actions that sustain change? What have you done well? What not so well? — The Five Success Factors in Change management. — factors that have been delivered successfully — factors that have been failed to deliver change. 2. When you've been on the receiving end of the change initiatives of others, how well have they handled the need to take actions that sustain change? What have they done well? What not so well? — Assessments of an Organizational Change, Sensemaking and Emotion. — Increasing certainty in change. — Strategies that maximize threat. 3. Of the various cases presented in chapter 12, which one resonates best with you? What is it about this case that you can relate to? Are there any implications for how you would act in the future? — Closing Plant (Palmer, Dunford, & Akin, 2006) — The Great Intimidators — Political Intelligence. 4. How good are you at handling unanticipated outcomes? — Technology and management change 5. If there was one main idea that you took away from chapter 12 that you believe can be of most use to you as a change manager, what would it be? — Political Skill 6. If you were to add an idea to the treatment of sustaining change that is provided in chapter 12, what would be your contribution? — Effective communication 7. Conclusion

Paper For Above instruction

In the dynamic landscape of organizational management, change is a constant that necessitates strategic planning, effective execution, and sustained effort. As a change manager, my personal experience and observations reveal a nuanced understanding of how to initiate and sustain change within organizations. This paper explores my self-assessment as a change leader, evaluates my experiences on both sides of change initiatives, relates to pertinent cases from chapter 12, and reflects on key concepts such as unanticipated outcomes, political skills, and communication strategies essential for successful change management.

Self-Assessment as a Change Manager

Reflecting on my past involvement as a change leader, I would rate my ability to sustain organizational change as moderately effective. I have demonstrated strengths in establishing clear vision, engaging stakeholders, and fostering a culture receptive to change. For example, I successfully led a digital transformation project by aligning team goals with overall organizational objectives, which facilitated buy-in across departments. However, I acknowledge areas needing improvement, particularly in maintaining momentum post-implementation and managing resistance. At times, I underestimated the emotional and political hurdles that can impede lasting change, which resulted in partial sustainability of initiatives.

Experiences on the Receiving End of Change Initiatives

Observing others’ change initiatives has provided valuable insights. When organizations effectively communicated the purpose and benefits of change, and involved employees in decision-making, the initiatives were more successful. Conversely, poor communication and top-down imposition often caused resistance and resentment, undermining efforts to sustain change. For instance, a company I worked with previously failed to address employee concerns adequately, leading to a decline in morale and a subsequent rollback of changes. These experiences underscore the importance of transparent communication, emotional support, and participative approaches in ensuring sustainability.

Resonant Case from Chapter 12

The case of the "Closing Plant" described by Palmer, Dunford, & Akin (2006) resonates deeply with me. This case highlights the complexities of managing a critical organizational change — shutting down a manufacturing plant due to economic pressures. I relate to this case because of the emotional and political challenges it presents, similar to situations I have faced in guiding employees through layoffs and restructuring. The case underscores the need for strategic sensemaking, political savvy, and empathetic communication, which are crucial for future change endeavors to ensure stakeholder buy-in and smooth transitions.

Handling Unanticipated Outcomes

My capacity to manage unanticipated outcomes has improved through experience and continuous learning. I recognize that unforeseen issues often arise during change initiatives, stemming from incomplete information, resistance, or external variables. An example involved an ERP implementation where unexpected technical glitches threatened project timelines. In such situations, flexibility, proactive problem-solving, and maintaining calm under pressure are vital. I have learned to adopt contingency plans and communicate openly to manage uncertainty effectively, which is essential for maintaining momentum and achieving sustained change.

Key Takeaway from Chapter 12

The most valuable concept from chapter 12 is political skill. Political skill enables change managers to navigate organizational politics, build alliances, and influence stakeholders effectively. This competence helps in overcoming resistance, securing resources, and aligning diverse interests towards a common goal. Developing political skill facilitates the creation of a conducive environment for change, ensuring that initiatives are not only implemented but also sustained over time.

Adding to the Treatment of Sustaining Change

A significant contribution I would add is the emphasis on effective communication. Clear, transparent, and ongoing communication is critical in building trust, reducing uncertainty, and reinforcing the vision and benefits of change. Strategies such as storytelling, regular updates, and active listening can enhance stakeholder engagement and commitment. By integrating a robust communication framework within change initiatives, organizations can better manage expectations, address concerns promptly, and foster a culture of continuous improvement.

Conclusion

Successful and sustained change in organizations hinges on a combination of strategic leadership, political acumen, and effective communication. My journey as a change manager has taught me the importance of self-awareness, leveraging political skills, and maintaining open dialogue with stakeholders. Embracing these principles, along with continuous learning and adaptation, will equip me to lead future change initiatives more effectively. Ultimately, fostering a supportive environment where change is viewed as an opportunity for growth remains the cornerstone of long-term success.

References

• Palmer, I., Dunford, R., & Akin, G. (2006). Managing Organizational Change. McGraw-Hill Education.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Cameron, E., & Green, M. (2015). Making Sense of Change Management. Kogan Page.
• Burnes, B. (2017). Managing Change (7th ed.). Pearson Education.
• Burnes, B., & Cooke, B. (2013). Kurt Lewin’s Change Model. Journal of Change Management, 13(4), 451-455.
• Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our Journey in Organizational Change Research and Practice. Journal of Change Management, 9(2), 127-142.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• Hughes, M. (2019). Change Management in Practice. Routledge.
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• Appreciative Inquiry Commons. (2020). Foundations of Appreciative Inquiry. https://appreciativeinquiry.champlain.edu/