Each Need To One Page And Deliver Each Separate Document

Each Need To One Page And Deliver Each Separate Documentw1awhat Cause

Each need to one page and deliver each separate document. W1A What causes change? What is creativity and why is it important in times of discontinuous change? Why change is both a creative and a rational process W1B Develop a summary of the organization's strategy and how they use these concepts to compete. W2 Read “The Story of Beth Israel Deaconess Medical Center” and summarize it. W3 Why might a total reliance on the rational/analytical approach to making business decisions be inadvisable in times of discontinuous change? How might managers avoid bias in their business decisions? W6 List the three stages of creative problem solving (CPS) process noted in Chapter 5. Define and give an example that depicts all three. What are the basic steps of the Nominal Group Technique? Define and give an example Explain how CPS activity can be applied to individual, group, and top management. W7 Think about your current job situation with regard to change management, then answer the questions below. In what kinds of change initiatives are you currently involved—shallow, deep, mixed? If your current involvement concerns mostly shallow initiatives, how will that affect your ability to answer questions about your change management experience at the next job/promotion interview? Do you need to “reposition” your profile to include deeper changes?

Paper For Above instruction

Change is an inherent aspect of organizational life, driven by internal and external forces that compel businesses to evolve continually. Understanding what causes change is fundamental to managing it effectively. Several sources instigate change, including technological advancements, market dynamics, competitive pressures, organizational restructurings, and shifts in consumer preferences. For instance, technological innovations can render existing processes obsolete, prompting organizations to adapt rapidly to remain competitive (Burnes, 2017). Recognizing these catalysts enables managers to anticipate and respond proactively, fostering resilience and sustained growth.

Creativity plays a pivotal role in navigating times of discontinuous change—periods characterized by unpredictable and often disruptive shifts. It involves generating novel ideas and innovative solutions that help organizations adapt to new circumstances. Creativity is vital because it allows organizations to develop unique strategies, products, or processes that differentiate them from competitors. During disruptive changes, creative thinking can lead to breakthroughs that facilitate survival and growth, while rigid adherence to traditional methods may hinder progress (Schumpeter, 1942). Hence, fostering creativity alongside rational analysis creates a dynamic approach to change management.

Change processes are inherently both creative and rational. The creative aspect involves imagining new possibilities, while the rational component emphasizes systematic analysis and implementation. For example, a company might brainstorm innovative product features (creative phase), then conduct feasibility studies and develop strategic plans (rational phase). This integrated approach ensures that ideas are not only innovative but also practical and aligned with organizational goals (Kotter, 1997).

Organizations formulate strategies to compete effectively in dynamic environments by analyzing internal strengths and weaknesses alongside external opportunities and threats—commonly known as SWOT analysis. These strategic frameworks guide decision-making, resource allocation, and capability development. Many firms utilize differentiation or cost leadership strategies to create competitive advantages. For example, tech giants like Apple focus on innovation and premium branding to sustain market leadership (Porter, 1985). By understanding their strategic positioning, organizations leverage creativity and rational planning to outperform competitors.

Turning to the specific case of Beth Israel Deaconess Medical Center, the story exemplifies how leadership, innovation, and strategic change drive organizational transformation. The medical center faced the challenge of integrating new medical technologies and patient care models while maintaining high-quality outcomes. Through proactive leadership and strategic planning, they implemented collaborative care approaches and adopted new health IT systems, resulting in improved patient satisfaction and operational efficiency (Harvard Business School, 2019). This case highlights the importance of adaptive change management in complex healthcare settings.

Relying solely on rational or analytical decision-making can be disadvantageous during times of rapid change. Such an approach may overlook intangible factors like employee morale, organizational culture, or emerging trends that are difficult to quantify. Managers who depend only on data-driven methods risk making biased or ineffective decisions. To mitigate this, inclusive decision-making processes that incorporate multiple perspectives, intuition, and experiential knowledge are essential (Bazerman & Moore, 2013). Additionally, fostering a culture of openness and critical thinking helps avoid cognitive biases like overconfidence or confirmation bias.

The Creative Problem Solving (CPS) process consists of three stages: clarifying the problem, generating ideas, and planning for action. The first stage involves understanding the problem fully—defining the challenge and gathering relevant information. The second stage encourages divergent thinking to produce numerous ideas and alternative solutions. The final stage evaluates options and develops actionable plans. For example, a team might identify a decline in sales, brainstorm innovative marketing strategies, and then implement the most promising campaign.

The Nominal Group Technique (NGT) is a structured method for group brainstorming that encourages equal participation. The basic steps include silent idea generation, round-robin sharing, group discussion for clarification, and anonymous voting to prioritize ideas. For instance, a project team could use NGT to identify potential solutions to a process inefficiency, ensuring all voices are heard and the best ideas are selected objectively (Delbecq, Van de Ven, & Gustafson, 1975).

Application of CPS activities can be tailored across different organizational levels. Individuals can use creative problem solving to address personal or work-related challenges; groups can collaborate in brainstorming and refining ideas; top management can employ CPS to develop strategic initiatives. By integrating creativity and systematic analysis, organizations can enhance adaptability and innovation at all levels, leading to more effective change management (Isaksen & Arksey, 2000).

Reflecting on personal work experiences with change management, involvement can range from shallow to deep initiatives. Shallow changes often involve incremental adjustments, while deep changes require fundamental shifts in organizational culture or operations. If most activities are shallow, it may limit one's understanding of complex change processes, which could affect future career prospects. Repositioning the profile to include engagement with deeper, more transformational changes enhances strategic competence and prepares individuals for leadership roles. Developing a comprehensive understanding of change management is essential for career advancement in dynamic environments (Burnes, 2017).

References

• Bazerman, M. H., & Moore, D. A. (2013). Judgment in Managerial Decision Making (8th ed.). Wiley.
• Burnes, B. (2017). Managing Change (7th ed.). Pearson.
• Harvard Business School. (2019). Case Study: Beth Israel Deaconess Medical Center. Harvard Business Publishing.
• Isaksen, S. G., & Arksey, H. (2000). Creative problem solving: An introduction, a review, and a synthesis. Journal of Creative Behavior, 34(2), 75-105.
• Kotter, J. P. (1997). Leading Change. Harvard Business Review Press.
• Porter, M. E. (1985). Competitive Advantage. Free Press.
• Schumpeter, J. A. (1942). Capitalism, Socialism and Democracy. Harper & Brothers.