Identify A Current Change In An Organization

Identify A Current Change In An Organization With Which You Are Famili

Identify a current change in an organization with which you are familiar. Alternatively, identify a current public issue about which “something must be done”. In relation to the change issue, think about what sense-making changes might need to be enacted and how you would go about this. Assess this in terms of the eight elements of the sense-making framework suggested by Helms Mills and as set out in Table 9.7 (p. 303). List one citation from text.

Paper For Above instruction

In recent years, many organizations have undergone significant change to adapt to the rapidly evolving technological landscape, with digital transformation being a prominent example. For illustration purposes, this paper examines a mid-sized manufacturing company's recent switch to an Industry 4.0 framework, integrating advanced automation and data exchange within its production processes. This organizational change aims to improve efficiency, reduce costs, and enhance competitive advantage amidst increasing global competition.

Implementing such profound change necessitates an effective sense-making process among employees, management, and other stakeholders. Sense-making, as conceptualized by Helms Mills et al., involves several interconnected elements that facilitate understanding and acceptance of change. These elements include identifying anomalies, defining problems, assigning causality, establishing legitimacy, and creating shared understanding, among others (Helms Mills et al., 2010).

The first element, identifying anomalies, was evident when workers realized that traditional manual processes were causing delays and errors, impacting product quality. Recognizing this discrepancy prompted managerial attention to automation and data-driven decision-making. Next, defining the problem involved framing the inefficient manual processes as barriers to competitiveness and growth. The causality element was explored by analyzing how outdated technology contributed to poor performance, positioning technology upgrade as a solution.

Establishing legitimacy was crucial, as management had to convince employees and stakeholders that Industry 4.0 initiatives aligned with long-term organizational goals and industry standards. Building shared understanding involved regular communication, training, and participatory planning sessions, which helped employees grasp the benefits and implications of automation. The element of perception and meaning was addressed through storytelling and visual demonstrations highlighting efficiency gains and success stories.

Further, sense-breaking occurred as employees relinquished familiar manual tasks, requiring reassurance and support. Sense-breaking was followed by sense-making activities where new workflows, roles, and responsibilities were clarified and reinforced. The framing of change as an opportunity rather than a threat helped foster a positive attitude. The process of sense-giving continued through leadership by example, transparent communication, and continuous feedback loops.

Assessing this change through Helms Mills et al.'s framework indicates that successful transformation depends on managing each element effectively. By systematically addressing anomalies, problems, causality, legitimacy, shared understanding, and sense-giving, the organization was able to navigate resistance, foster buy-in, and embed new practices within its culture. This comprehensive approach to sense-making highlights its importance in facilitating organizational change, especially in technologically complex initiatives.

References

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