Discussion Change No Unread Or Replies Or Moved My Cheat

Discussion Changeno Unread Repliesno Replieswho Moved My Cheese

Watch the cartoon based on "Who Moved My Cheese?" by Spencer Johnson, which illustrates the principles of change management through the characters Sniff, Scurry, Hem, and Haw. Reflect on the characters and choose at least two questions below to respond to for your discussion post. Engage with at least two classmates' posts and any comments on your own.

Questions to Guide Your Reflection

1. What does the author mean when he says the four characters represent the four parts of ourselves? Which character do you relate to most?
2. Why is it difficult for most people (including yourself) to accept change? What makes change challenging?
3. Would you react by shouting, “It’s not fair!” if someone “moved your cheese,” or would you be like the mice and start searching for new cheese immediately? Why?
4. If Hem writes on the wall, “What would you do if you weren’t afraid?” how would you answer this question?
5. Some consider old behaviors or habits like “old cheese.” What are some habits or routines you want to stop doing?
6. As a manager, how can you support your team in dealing with change effectively?
7. What additional insights did you gain from the video that relate to your personal or professional life?
8. How did Haw eventually move forward? What needed to happen for him to take that step?

Paper For Above instruction

In Spencer Johnson's allegorical parable "Who Moved My Cheese?", the characters Sniff, Scurry, Hem, and Haw symbolize different reactions and aspects of human behavior towards change. These characters serve as a mirror to how individuals respond to life's inevitable shifts, whether in personal circumstances or within the workplace. Understanding these characters helps us reflect on our attitudes and responses to change, and guides us to adapt more effectively.

Johnson suggests that these four characters represent the four parts of ourselves. Sniff embodies our intuition and ability to sense change early; he is vigilant and able to anticipate shifts before they happen. Scurry symbolizes our action-oriented side—quick to move, adaptable, and willing to explore new options once change occurs. Hem reflects our resistance to change—fearful, stubborn, and comforted by routines. Haw personifies our capacity for learning and growth—initially resistant like Hem but eventually open-minded and willing to embrace change once we see its benefits. Among these, I personally relate most to Haw, as like him, I have experienced initial resistance but learned to adapt and grow through the process.

Most of us find it challenging to accept change because of inherent fears—fear of the unknown, loss, or failure. This resistance is rooted in our desire for security and predictability. Change threatens our comfort zones, causing discomfort and anxiety. In many instances, this leads to denial or avoidance, rather than embracing new opportunities. For example, in the workplace, employees may resist organizational restructuring because they fear job loss or decreased control. Overcoming this resistance requires a mindset shift, recognizing that change is inevitable and often necessary for growth. Education, communication, and supportive leadership can facilitate this transition, helping individuals see change as an opportunity rather than a threat.

If someone "moved my cheese," I would aim to emulate the mice, Scurry and Sniff, who immediately start seeking new cheese without fuss or blame. I believe resilience stems from focusing on solutions rather than dwelling on the loss. An immediate search for new opportunities allows for swift adaptation and minimizes the negative emotional impact. This proactive attitude is rooted in a growth mindset, which views change as an integral part of life and learning. Conversely, reacting with entitlement or anger, such as yelling, “It’s not fair!”, only prolongs the stress and delays adaptation. Cultivating the ability to move forward promptly requires practice and a willingness to accept change as a natural part of progress.

The question Hem writes on the wall, “What would you do if you weren’t afraid?”, prompts deep self-reflection. If I were not afraid, I would pursue new challenges and opportunities that I currently avoid due to fear of failure or judgment. This would include embracing risks that could lead to personal or professional growth, such as starting a new business venture, speaking in public, or shifting careers. Fear often acts as a barrier to innovation and self-discovery. Removing this obstacle could open pathways to fulfillment, creativity, and resilience. Recognizing my fears and consciously choosing to act despite them aligns with the principles presented in the parable.

Old behaviors, or “old cheese,” often refer to habits that hinder growth—such as procrastination, negative thinking, or complacency. Personally, I recognize the need to stop procrastinating on important projects, as it leads to unnecessary stress and missed opportunities. Additionally, clinging to outdated routines can prevent embracing new technologies or methods. Letting go of these habits involves awareness and deliberate effort, including setting clear goals and adopting new strategies for productivity and well-being. Letting go of “old cheese” involves shedding complacency and cultivating a mindset of continuous improvement.

As a manager, supporting employees through change involves transparent communication, empathy, and active engagement. Leaders should clearly articulate the reasons for change, its benefits, and the support available. Encouraging feedback allows employees to voice concerns and feel heard. Providing training and resources helps ease transitions and build confidence. Recognizing milestones and celebrating flexibility fosters a positive environment that values adaptability. Leaders should model openness to change themselves to inspire others. Ultimately, creating a culture that views change as an opportunity for development can increase resilience and improve organizational agility.

From the video, I learned that change is often resisted because of fear and attachment to routines. Applying this insight to my life, I recognize the importance of shifting my mindset towards viewing change as a chance for growth. In my professional context, embracing change can lead to innovation and improved performance. Personally, it means being open to new experiences and continuous learning. The parable’s lessons reinforce that while change can be uncomfortable initially, it often leads to better opportunities if approached with a positive, proactive attitude. Recognizing the inevitability of change allows me to prepare better mentally and emotionally, leading to more resilient adaptations.

Haw eventually moved forward by letting go of his fears and embracing curiosity. He recognized that staying stuck in old behaviors was limiting his potential and that he needed to change to find new cheese. To do so, Haw had to confront his doubts, shed his resistance, and accept that change was necessary for growth. This shift happened once he realized that fear was a barrier he could overcome, and that by venturing into the maze again, he might discover new opportunities. Haw's journey illustrates that the willingness to move past fears and adopt a growth mindset is what propels us forward during times of change. Ultimately, it was Haw’s openness to learning and his courage to face the unknown that enabled him to move ahead, find new cheese, and improve his situation.

References

• Johnson, S. (1998). Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life. Putnam Adult.
• Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review and model of adjustment. In G. R. Marcoulides & L. G. Frazier (Eds.), Organizational change literature review (pp. 25–58). Information Age Publishing.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Re-appraisal. Journal of Management Studies, 41(6), 977–1002.
• LePine, J. A., & Van Dyne, L. (2001). Voice and cooperative behavior as contrasting forms of contextual performance: Evidence of differential relationships with Big Five personality characteristics and conscientiousness. Journal of Applied Psychology, 86(2), 326–336.
• Appelbaum, S. H., & Hillage, J. (1997). Transferring and sustaining organizational change. Journal of Change Management, 1(2), 159–172.
• 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.
• Weick, K. E., & Sutcliffe, K. M. (2007). Managing the Unexpected: Resilient Performance in an Age of Uncertainty. Jossey-Bass.
• Bridges, W. (2009). Managing Transitions: Making the Most of Change. Da Capo Lifelong Books.
• Oreg, S., & Berson, Y. (2011). Leadership and employees’ reactions to change: The mediating role of self-efficacy. Journal of Organizational Behavior, 32(3), 311–328.