Having The Desire To Change A Situation On Your Own Is Often ✓ Solved

Having The Desire To Change A Situation On Your Own Is Often Not Suf

Having the desire to change a situation on your own is often not sufficient to get the job done. More often than not, change requires the help of a team of individuals. Last week you learned about how to create urgency. So now you have the people around you motivated and ready to act. That’s a great start, but what comes next?

Can everyone just dive in and get it done? More than likely it will take a bit more planning and coordination than that. You’ll need to create the right team and guide them in the right direction to accomplish the desired change successfully. Read Step 2 “Build the Guiding Team”. First, review the feedback from your instructor on Part 2 along with the discussion on urgency you had with your peers last week.

Use any new information you gained from the discussion and feedback from your instructor to revise and improve Part 2 of your project. (Instructor comment: Good job explaining about how to move toward change. It is important to support your reasoning consistently throughout each paragraph. Make a point and then cite to support it; make another point and cite to support that. All citations should be paraphrased per APA. Please do not write in second person.

Please do not use dashes. Do not include initials within citations. Indent the second line of your reference 1/2 inch.

Next, compile Part 3 of your project, explaining how you would build your team to address change in your organization. Explain how you would show enthusiasm and commitment to draw in the right team players, how you would model trust and teamwork, how you would structure the team, and how you will inject energy into the group. Be sure to touch on potential pitfalls in this step that you will avoid.

You may find page 60 helpful in reviewing the key points of what to do and not do when building your team. Be sure your paper touches on the key elements of each as they pertain to your organization. Step 2: Chapter on Building the Guiding Team Help form a group that has the capability in membership and method of operating—to guide a very difficult change process.

What Works · Showing enthusiasm and commitment (or helping someone do so) to help draw the right people into the group

· Modeling the trust and teamwork needed in the group (or helping someone to do that)

· Structuring meeting formats for the guiding team so as to minimize frustration and increase trust

· Putting your energy into Step 1 (raising urgency) if you cannot take on the Step 2 Challenge and if the right people will not

What does not work? · Guiding changes with weak task forces, single individuals, complex governance structures, or fragmented top teams

· Not confronting the situation when momentum and entrenched power centers undermine the creation of the right group

· Trying to leave out or work around the head of the unit to be changed because he or she is “hopeless”

Stories to Remember · The Blues versus the Greens

· The New and More Diverse Team

· General Mollo and I were Floating in the Water

· Meeting Down Under

Be sure to include at least three scholarly references to support your assertions written in your own words.

Do not copy word for word from the course text or any other sources. Your submission this week is Part 3 of the final project. The requirements below must be met for your paper to be accepted and graded:

· Write between 1,000 – 1,500 words (approximately 4 – 6 pages) using Microsoft Word in APA style.

· Use font size 12 and 1-inch margins.

· Include cover page and reference page.

· At least 80% of your paper must be original content/writing.

· No more than 20% of your content/information may come from references.

· Use an appropriate number of references to support your position, and defend your arguments.

The following are examples of primary and secondary sources that may be used, and non-credible and opinion-based sources that may not be used.

1. Primary sources such as, government websites (United States Department of Labor Bureau of Labor Statistics, United States Census Bureau, The World Bank, etc.), and Google Scholar.

2. Secondary and credible sources such as, CNN Money, The Wall Street Journal, trade journals, and publications in EBSCOhost (Grantham University Online Library).

3. Non-credible and opinion-based sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. should not be used.

Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.

Sample Paper For Above instruction

The process of organizational change is complex and often requires a strategic approach to build an effective guiding team that can steer significant transformations successfully. This paper discusses the essential elements for creating and maintaining a guiding team that fosters trust, enthusiasm, and energy, while avoiding common pitfalls that can hinder progress. Drawing on scholarly sources and practical insights, the discussion emphasizes the importance of demonstrating commitment, modeling teamwork, structuring meetings effectively, and addressing potential challenges to ensure successful change management.

Building a guiding team capable of leading change requires careful selection of members whose skills and attitudes align with the transformational goals. Showing enthusiasm and commitment from leadership is crucial in attracting the right individuals to the team. As Kotter (2012) explains, visible commitment from leaders creates a sense of urgency and motivates others to participate actively in change initiatives. Moreover, modeling trust and teamwork fosters a collaborative environment that encourages open communication and collective problem-solving (Edmondson, 2018). This modeling can be demonstrated through transparent decision-making and shared responsibilities, which build credibility and trust among team members.

Structuring the guiding team strategically involves designing meeting formats that minimize frustration and maximize productivity. Lencioni (2002) advocates for clear agendas, defined roles, and regular feedback loops within meetings to enhance cohesion and trust. For instance, rotating meeting facilitation or using ICE-breaking exercises can energize the team and promote engagement. Injecting energy into the group depends on recognizing individual strengths and encouraging innovation. Leaders should foster a positive atmosphere and celebrate small wins to sustain momentum, as highlighted by Schein (2010).

However, avoiding common pitfalls is critical. Building a weak task force, avoiding confrontation with entrenched power centers, or excluding key stakeholders such as unit heads can undermine the process. As Kotter (1996) warns, neglecting these considerations risks losing momentum, which can stall or reverse progress. Additionally, the story of General Mollo’s leadership in floating in the water underscores the importance of resilience, adaptability, and cohesive team efforts in navigating turbulent change environments.

In conclusion, developing a guiding team that embodies enthusiasm, trust, and structured collaboration is fundamental to successful organizational change. Leaders must leverage credible scholarly insights and practical strategies to select the right members, foster team cohesion, and avoid common pitfalls. By doing so, organizations can enhance their capacity to navigate complex change processes and achieve lasting transformation.

References

• Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Lencioni, P. (2002). The five dysfunctions of a team. Jossey-Bass.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.