For This Course, You Will Be Creating An Organizational Chan

For This Course You Will Be Creating An Organizational Change Action

You have been engaged as an Organizational Development (OD) consultant by an organization with which you have deep familiarity that has endeavored to implement a system of organizational change and has failed. For the purposes of the assignment, the organization should be one that you know well, such as your employer, former employer, or a client. For the sake of confidentiality, you may disguise the actual identity of the organization.

The chief executive officer (CEO) of the organization has asked for your help to determine what went wrong with the failed change attempt and to develop an action plan for re-engaging the organization with change efforts that are based upon systems thinking and decision making.

Start with a thorough analysis of the current situation, an analysis of the factors requiring the organization to adopt change, and an analysis of the failed change effort. Ground your analysis in a comprehensive review of the literature that is pertinent to the organizational environment as well as for academic and practitioner support for the new action plan that you will develop.

Paper For Above instruction

Organizational change is a complex process that requires careful planning, clear understanding of the internal and external factors influencing the organization, and an effective strategy to manage resistance and foster acceptance. The scenario described involves a well-known organization that attempted a systemic change initiative but failed, prompting the need for a comprehensive analysis and a restructured approach rooted in systems thinking and decision-making principles. This paper aims to analyze the current situation of the organization, understand the causes of failure, and develop a strategic action plan to re-engage the organization in change, supported by relevant literature in organizational development and change management.

Understanding the Current Organizational Context

The organization under review is presumed to be a mid-to-large-sized entity that has recently attempted to implement a significant change, possibly related to technology upgrades, restructuring, or cultural transformation. Initial efforts might have failed due to poor communication, lack of stakeholder engagement, or superficial understanding of organizational dynamics (Kotter, 1997). Analyzing the current situation involves examining existing structures, culture, resistance sources, and the readiness for change. Amidst rapid external environmental shifts, such as technological advancements or market competition, organizations often face pressure to adapt quickly; however, failure often stems from insufficient alignment with internal processes and employee attitudes (Cameron & Green, 2019).

Factors Requiring Change and the Need for Re-Engagement

External factors like globalization, technological innovations, and regulatory changes create urgency for organizations to evolve continuously (Burnes, 2017). Internally, issues such as outdated processes, employee dissatisfaction, or poor leadership can exacerbate resistance to change. Recognizing these factors informs the necessity for a strategic, systems-based approach that considers interrelated components within the organization. Successful change requires aligning organizational vision, structure, and culture with strategic objectives, and understanding the human side of change, including emotions, communication, and participation (Hiatt, 2006).

Analyzing the Failed Change Effort

Common reasons for failure in organizational change initiatives include lack of clear vision, inadequate leadership support, insufficient communication, and failure to manage resistance effectively (Kotter, 1997). Additionally, a failure to understand organizational complexity and underestimate the importance of employee engagement can lead to superficial changes that do not take root (Senge, 1990). Analyzing past efforts involves identifying these gaps, understanding stakeholder perceptions, and assessing whether the change process was theoretically grounded and practically supported.

Developing an Action Plan Grounded in Systems Thinking

The re-engagement of the organization necessitates a shift towards a systems thinking approach, viewing the organization as a complex, interconnected system rather than a collection of isolated parts (Senge, 1990). This involves diagnosing underlying patterns, feedback loops, and leverage points that can facilitate meaningful change. The action plan should include stakeholder analysis, clear communication strategies, leadership development, training, and iterative feedback mechanisms. Decision-making models such as the Cynefin Framework can help leaders navigate complex decision environments and adapt strategies accordingly (Snowden & Boone, 2007).

Implementing and Sustaining Change

Implementation must be participative, ensuring buy-in across all levels of the organization. Using Lewin's Change Model, organizations can unfreeze current behaviors, implement change, and refreeze new practices (Lewin, 1951). Additionally, embedding continuous learning opportunities and fostering an organizational culture receptive to change are crucial for sustainability. Monitoring progress through relevant metrics and adjusting strategies based on feedback are essential steps derived from agility principles (Denning, 2018).

Conclusion

The failure of a change initiative presents an opportunity for learning and strategic refinement. By conducting a thorough analysis of the internal and external factors influencing the organization, understanding the reasons for previous failure, and applying systems thinking and decision-making models, organizations can develop effective action plans for future change efforts. The integration of academic insights and practical tools fosters a resilient, adaptive organization capable of sustained growth and transformation.

References

• Burnes, B. (2017). Managing change (7th ed.). Pearson Education.
• Cameron, E., & Green, M. (2019). Making sense of change management: A practitioner's guide to the methods and models. Kogan Page Publishers.
• Denning, S. (2018). The age of agile: How smart companies are transforming the way they innovate and compete. AMACOM.
• Hiatt, J. (2006). ADKAR: A model for change management. Prosci Research.
• Kotter, J. P. (1997). Leading change. Harvard Business Review Press.
• Lewin, K. (1951). Field theory in social science. Harper & Brothers.
• Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. Doubleday.
• Snowden, D. J., & Boone, M. E. (2007). A leader's framework for decision making. Harvard Business Review, 85(11), 69-76.