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Competencyanalyze Methods For Understanding And Mapping Change In An O

Analyze methods for understanding and mapping change in an organization. Instructions Delta Pacific Case Study See attachment You now have been tasked with mapping out an organizational culture change Delta Pacific Company (DPC), another role and responsibility as a change leader for the organization. It's important to have a change plan set before the change actually occurs. This is for a few reasons: Increases the probability of success Enables you to weigh options Provides knowledge so you can make an informed decision Allows for proper identification of the change and steps needed Allows for identification of what might occur during the change Since you are the change leader, your first step is to map the change using a change management model.

You are aware of the extensive change the organization is undertaking with a shift in production to consulting. However, profitability has still declined even with training and resources in place. As the change leader, select one of the change management models and map out the organization's goal of changing the culture from the more traditional manufacturing environment to one of a contemporary consulting environment. Conduct academic research and create a proposal to the CEO and board in which you complete the following for approval of the change plan: Explanation for why the change model being used is most effective for this change. Description of the change map to include details for each step.

Examples of what to expect during the change process. Explanation for each of your recommendations in each step of the change model. Remember that this is a proposal. Make sure to format your paper properly for your proposal. A proposal is a persuasive document, so make sure to use proper language and tone. Remember, you are the change leader and you are writing to the CEO. So use a tone in your proposal that is specific to your audience (the CEO). Include your APA-formatted reference page with at least two credible sources, 3 pages.

Sample Paper For Above instruction

Introduction

Organizational change is a complex process that requires careful planning and strategic implementation. As DPC transitions from a traditional manufacturing environment to a consulting-oriented organization, it is vital for leadership to utilize a structured change management model to facilitate this transformation. The purpose of this proposal is to recommend the ADKAR model—an effective, employee-centered approach—to guide the cultural change at DPC. This document outlines why the ADKAR model is most suitable, details each step of the change process, and provides expectations and recommendations to ensure a smooth transition.

Rationale for Selecting the ADKAR Model

The ADKAR model, developed by Prosci, emphasizes individual change as the foundation of organizational transformation (Hiatt, 2006). It comprises five steps: Awareness, Desire, Knowledge, Ability, and Reinforcement. This model is particularly effective for DPC’s cultural shift because it focuses on clear communication and engagement at the employee level, essential for overcoming resistance and fostering a shared vision. Moreover, ADKAR allows for targeted interventions tailored to employees’ specific needs, increasing the likelihood of successful adoption of new behaviors and attitudes necessary for a consulting environment (Hiatt, 2006; Armenakis & Bedeian, 1999).

Change Map and Implementation Steps

1. Awareness: The initial stage involves communicating the need for cultural change to all employees. This includes transparent discussions about the declining profitability and strategic goals for shifting to consulting. Leadership should utilize town halls, emails, and training sessions to ensure widespread awareness. The expected outcome is recognition across the organization of the necessity to change.

2. Desire: Building a desire to participate and support the change is crucial. Leaders should involve employees in discussions, solicit feedback, and address concerns empathetically. Resistance may surface at this stage; therefore, management must emphasize the benefits of the new consulting model, such as increased market competitiveness and professional growth opportunities.

3. Knowledge: This phase provides employees with information and training on new roles, skills, and behaviors aligned with the consulting environment. Workshops, mentoring, and resource materials are essential. Clear communication about expectations and support mechanisms fosters confidence and reduces uncertainty.

4. Ability: Here, employees apply new knowledge through practical experiences. Leadership must provide coaching, feedback, and opportunities for employees to practice new consulting skills. Overcoming initial performance barriers is expected during this stage, but continuous support will help embed new behaviors.

5. Reinforcement: Sustaining change requires recognition and reinforcement of desired behaviors. Leaders should implement reward systems, celebrate milestones, and conduct follow-up assessments to ensure long-term integration of the new culture.

Expected Challenges and Recommendations

During the change process, resistance from employees accustomed to traditional manufacturing practices may pose significant challenges. To address this, transparent communication and employee involvement are essential. Providing ongoing training and support mitigates anxiety and facilitates skill development. Additionally, leadership should demonstrate commitment through consistent actions and messages that reinforce the importance of the cultural shift (Cameron & Green, 2015).

Another anticipated challenge is aligning organizational policies and metrics with the new consulting focus. Recommendations include reviewing performance evaluation criteria and incentive structures to align with consulting objectives, thus reinforcing the desired culture.

Conclusion

The ADKAR model offers a structured, employee-centric approach to managing the cultural change at DPC. Its focus on individual transition phases ensures that employees are supported throughout the transformation process, increasing the probability of achieving sustainable change. By systematically applying each step—awareness, desire, knowledge, ability, and reinforcement—DPC can successfully shift its organizational culture and realize strategic goals in the consulting domain.

References

• Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-315.
• Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
• Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci Learning Center Publications.
• Prosci. (2020). What is ADKAR? Retrieved from https://www.prosci.com/resources/articles/what-is-adkar
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Burnes, B. (2017). Managing change: A strategic approach. Financial Times Prentice Hall.
• Burke, W. W. (2011). Organization change: Theory and practice. SAGE Publications.
• Huselid, M. A., & Becker, B. E. (2011). Bridging micro and macro domains: Workforce differentiation and strategic human resource management. Journal of Management, 37(2), 421-428.
• Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage Learning.
• Appelbaum, S. H., et al. (2012). Change management for dummies. John Wiley & Sons.