Discussion 1: Balancing Important Tasks And Leader Challenge

Discussion 1 Balancing Important Tasksone Challenge Leaders Face When

Discussion 1: Balancing Important Tasks One challenge leaders face when attempting to initiate cultural change is striking the right balance between being "bottom line" or results-oriented goals with taking the time to team-build and create safe spaces where employees can experience transparent communication. For this Discussion, think back to a recent transformative change that you have made or been required to make. Identify the disconfirming forces associated with the change (economic threat, political threat, technological threat, legal threat, moral threat, and internal discomfort) and highlight methods that were used to balance the tension between getting the job done and ensuring employees had a positive working experience.

To prepare for the Balancing Important Tasks Discussion, review this week’s Learning Resources, especially: Creating Corporate Cultures - Prof. Edgar Schein: Key note speech part 1 - YouTube Creating Corporate Cultures - Prof. Edgar Schein: Key note speech part 2 - YouTube Leadership Styles & Adaptive Cultures | UC Berkeley Executive Education - YouTube Discussion Assignment: Cohesive response to the following: · Describe the change that you experienced (leave names or other identifiers out). · Identify the disconfirming forces associated with the change (e.g. economic threat, political threat, technological threat, legal threat, moral threat, and internal discomfort). · How was cultural and emotional balance maintained during the transformation? · Assess the methods that were used to balance the tension between getting the job done (reaching a goal or achieving the change) and ensuring employees had a positive working experience. · What do you think could have been done better (or that you would have done as a leader) to ensure that the change process went smoothly? · How does the culture within an organization impact the change process? · In what ways can leaders facilitate change and support those impacted by it? · 3 – 4 paragraphs · No Plagiarism · APA citing

Paper For Above instruction

Organizational change is an inevitable aspect of business evolution, often driven by external forces such as technological advancements, legal regulations, economic pressures, or internal dynamics like cultural shifts. My recent experience involved leading a digital transformation initiative within a mid-sized organization that aimed to implement a new enterprise resource planning (ERP) system. This change was imperative to streamline operations and stay competitive but faced significant disconfirming forces, including internal discomfort related to employee resistance, fears of job displacement, and uncertainties surrounding the new technology’s implementation. Additionally, external pressures such as market competition and technological disruption intensified the urgency for change, creating a tense environment where balancing results with employee well-being was critical.

During this transformation, maintaining cultural and emotional balance was a central challenge. To address disconfirming forces, I engaged in transparent communication about the reasons for change, the expected benefits, and how employee concerns would be addressed. Facilitating open forums and feedback sessions allowed employees to voice their worries and feel heard, which fostered a sense of trust and participation. Recognition programs and team-building activities further helped to alleviate internal discomfort, emphasizing that the organization valued its employees’ contributions and well-being. These initiatives supported a cultural shift toward embracing change while safeguarding employee morale, illustrating the importance of emotional intelligence in leadership during turbulent times.

The methods used to balance task achievement with employee welfare included phased implementation, comprehensive training programs, and continuous support systems. By breaking down the ERP deployment into manageable stages, employees could adapt gradually, reducing resistance and fostering a collaborative environment. Training sessions were designed not only to enhance technical skills but also to boost confidence and reduce fear of inadequacy. Leaders actively monitored employee sentiments through surveys and one-on-one check-ins, making real-time adjustments to sustain engagement and morale. Despite these efforts, there were areas for improvement; for instance, earlier involvement of frontline employees in planning could have streamlined the process and mitigated resistance more effectively. Such proactive engagement might have further aligned organizational goals with employee needs, easing the transition.

The organizational culture played a pivotal role in shaping the change process. A culture that valued transparency, collaboration, and continuous learning facilitated smoother adaptation by encouraging openness to change and reducing uncertainty. Conversely, a more hierarchical or rigid culture could have hindered this process by increasing resistance or fear. Leaders can facilitate change by role-modelling adaptive behaviors, communicating a compelling vision, and actively supporting employees through coaching and resources. Creating a safe environment for experimentation and learning, coupled with recognition of effort and resilience, fosters psychological safety essential for sustained change. Ultimately, successful change initiatives depend on aligning cultural values with strategic goals, emphasizing the importance of cultural agility in navigating organizational transformations.

References

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