Assignment 2: How Does One Become A Change Agent

Assignment 2 How Does One Become A Change Agent

Assignment 2: How Does One Become A Change Agent? By Wednesday, July 27, 2016 , locate and read the following article in the Argosy University online library: Huising, R. (2006, Aug. 10). Becoming (and being) a change agent: personal transformation and organizational change. Paper presented at the annual meeting of the American Sociological Association, Montreal Convention Center, Montreal, Quebec, Canada Online.

Accession Number: Note : You can also access this article by clicking here . The author indicates that change agents “do not begin as skilled, motivated agents but rather they undergo extensive training to become change agents†(p. 3). In a three page paper formatted in proper APA style, use this week’s lecture and readings along with at least two other sources to analyze this article, the author’s perspective on change agents and give your assessment/viewpoint on the content presented in this study. Submit your assignment into the M2: Assignment 2 Dropbox .

Paper For Above instruction

The process of becoming an effective change agent is fundamental to organizational development and personal growth within various professional fields. The article by Huising (2006) provides an insightful exploration of how individuals transform into change agents, emphasizing the importance of personal transformation, skill acquisition, and ongoing learning. This paper aims to analyze Huising’s perspectives, integrate insights from additional scholarly sources, and present a critical assessment of the concepts discussed.

Huising (2006) posits that change agents are not inherently skilled or motivated at the outset; rather, they evolve through extensive training and experiential learning. This perspective challenges the traditional notion that some individuals are naturally predisposed to drive change. Instead, Huising emphasizes that becoming a change agent involves deliberate effort, self-awareness, and organizational engagement. His emphasis on personal transformation aligns with transformational leadership theories, which highlight the importance of self-reflection, adaptability, and ethical behavior (Bass & Riggio, 2006). The author's view reflects the understanding that effective change requires not just technical knowledge but also emotional intelligence and resilience.

Furthermore, Huising (2006) discusses the significance of organizational context in shaping a change agent’s effectiveness. He suggests that training programs should be tailored to develop not just individual skills but also to foster a deeper understanding of organizational dynamics and cultural sensitivities (Huising, 2006). This aligns with research by Kotter (1997), who stresses the importance of contextual awareness and strategic thinking when leading change initiatives. Huising also highlights that change agents must undergo a personal transformation—shifting from passive recipients of organizational change to active participants who can influence their environment. This transformation includes developing the confidence to challenge the status quo and advocating for innovation.

My assessment of Huising’s article is that it provides a comprehensive view of how change agents develop over time. I appreciate the emphasis on ongoing education and the recognition that change is a process, not an event. This perspective is supported by growth mindset theories, which suggest that skills and capabilities can be cultivated through effort (Dweck, 2006). However, the article could further explore the barriers that individuals face when attempting to become change agents, such as organizational resistance or personal insecurities. Addressing these challenges would provide a more nuanced understanding of the journey toward effective change leadership.

In addition to Huising’s insights, leveraging other scholarly sources reinforces the importance of intentional development in becoming a change agent. For example, McAdam and Boudès (2019) emphasize the role of reflective practice and continuous learning in leadership development. Similarly, Brown (2015) underscores that authentic leadership and self-awareness are critical to influencing others positively. These perspectives complement Huising’s argument that change agents must undergo a process of self-discovery and skill enhancement, supported by targeted training and experiential learning.

In conclusion, Huising (2006) offers a compelling framework for understanding how one transforms into a change agent. His emphasis on personal transformation, organizational understanding, and skill development highlights that becoming an effective change agent is attainable through deliberate effort and continuous growth. From my viewpoint, cultivating qualities like resilience, emotional intelligence, and strategic thinking are vital. Organizations should adopt comprehensive training programs that include mentoring, coaching, and experiential opportunities to support aspiring change agents. Ultimately, fostering a culture of learning and adaptability will produce more competent and confident change leaders capable of navigating complex organizational landscapes.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
• Brown, B. (2015). Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead. Gotham Books.
• Huising, R. (2006, August 10). Becoming (and being) a change agent: personal transformation and organizational change. Paper presented at the annual meeting of the American Sociological Association, Montreal Convention Center, Montreal, Quebec, Canada.
• Kotter, J. P. (1997). Leading change. Harvard Business School Press.
• McAdam, R., & Boudès, T. (2019). Leadership development: Using reflective practice. Journal of Management Development, 38(6), 425-437.
• Dweck, C. S. (2006). Mindset: The New Psychology of Success. Random House.