Identify A Current Change In An Organization 607775
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 doing 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 : • Identity construction • Social sense-making • Extracted cues • Ongoing sense-making • Retrospection • Plausibility • Enactment • Projection What ones did you feel you might have the most/least control over? Why? What implications does this have for adopting a sense-making approach to organizational change? Prepare a 2 - 3 page document with your answers and thoughts in APA format. Give the reference at the end and also citation
Paper For Above instruction
Introduction
Organizational change is a complex process that involves multiple psychological and social mechanisms. Understanding how individuals and groups interpret, make sense of, and respond to change is crucial for successful transformation. This paper explores a current change within an organization I am familiar with, applying Helms Mills' sense-making framework to analyze the process. The framework's eight elements—identity construction, social sense-making, extracted cues, ongoing sense-making, retrospection, plausibility, enactment, and projection—provide a comprehensive lens for understanding the dynamics of organizational change. Additionally, the paper reflects on the control one might have over each element and discusses implications for adopting a sense-making approach in managing organizational change.
Current Organizational Change
The organization I am familiar with recently implemented a major digital transformation initiative. This involved transitioning from traditional manual processes to automated digital systems. The change aimed to enhance efficiency, reduce errors, and improve customer service. However, the implementation faced resistance from employees accustomed to legacy systems, raising concerns about job security and competence. This scenario exemplifies a significant change that requires effective sense-making among staff to facilitate adaptation and ensure success.
Application of Helms Mills’ Sense-Making Framework
Applying Helms Mills’ framework to this organizational change allows us to understand the cognitive and social processes at play.
1. Identity Construction
Employees' sense of identity is intertwined with their roles and competencies within the existing processes. As the organization shifts to digital systems, employees must renegotiate their identities—from manual task performers to digital operators. This transition can challenge their self-perception and professional worth.
2. Social Sense-Making
The collective interpretation of the change occurs within teams and organizational culture. Peer discussions, leadership messages, and informal conversations shape how the change is understood and accepted. If leadership communicates effectively, social sense-making can align perceptions positively.
3. Extracted Cues
Employees observe cues from leadership (e.g., training opportunities, support systems) and from organizational policies. These cues influence individuals' perceptions of the change’s legitimacy and their role within it.
4. Ongoing Sense-Making
Sense-making is a continuous process. As employees encounter new experiences with the digital tools, they interpret and reinterpret their understanding of the change, which impacts their engagement and adaptation.
5. Retrospection
Individuals reflect on past experiences with change initiatives, which influence their current perceptions. Positive or negative retrospection can either facilitate openness or heighten resistance.
6. Plausibility
The perceived reasonableness of the change depends on whether employees find the digital transformation plausible given their experiences and understanding. Clear communication that links change to organizational goals enhances plausibility.
7. Enactment
Enactment refers to how employees actively interpret and respond to the change through behaviors, such as participating in training or resisting new workflows. Their actions reinforce or undermine the change process.
8. Projection
Employees project future scenarios based on current experiences. Optimistic projections can foster motivation, while pessimistic outlooks may hinder progress.
Most and Least Control
According to Helms Mills’ framework, I perceive having the most control over social sense-making and enacted behaviors because I can influence conversations and encourage positive actions. Conversely, retrospection and projection might be less controllable, as they are more deeply rooted in individual perceptions and biases, which are harder to influence directly.
Implications of a Sense-Making Approach
Adopting a sense-making approach emphasizes understanding employees’ perceptions and experiences during change. Recognizing that individuals interpret change through various lenses helps managers design more effective communication strategies, provide appropriate support, and foster a shared understanding. It also highlights the importance of ongoing dialogue and feedback, allowing organizations to adjust their change initiatives responsively. A focus on sense-making can reduce resistance, enhance engagement, and increase the likelihood of successful change implementation.
Conclusion
In summary, analyzing a current organizational change through Helms Mills’ sense-making framework provides valuable insights into the interpretative processes influencing change outcomes. While control over some elements like social sense-making and enactment is more feasible, others such as retrospection and projection remain less controllable but equally influential. Embracing a sense-making perspective helps organizations navigate complex change processes by fostering understanding, engagement, and adaptive responses among stakeholders.
References
Helms Mills, J. (2014). Understanding organizational change: A multiple perspective approach. Routledge.
Weick, K. E. (1995). Sensemaking in organizations. Sage Publications.
Maitlis, S., & Christianson, M. (2014). Sensemaking in organizations: Taking stock and moving forward. The Academy of Management Annals, 8(1), 57-125.
Snowden, D., & Boone, M. (2007). A leader’s framework for decision making. Harvard Business Review, 85(11), 69-76.
Schön, D. A. (1983). The reflective practitioner: How professionals think in action. Basic Books.
Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16(4), 409-421.
Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in organizations. The Academy of Management Review, 20(3), 510-540.
Bartunek, J. M., & Moch, M. K. (1987). First-order, second-order, and third-order change and organization development interventions: A cognitive approach. Journal of Applied Behavioral Science, 23(4), 481-494.