Instructions In Your Textbook About Populations

Instructionsin Your Textbook You Read About Populations In Need You

In your textbook, you read about populations in need. You may have also known friends, family, or acquaintances who have sought out services. This assignment is a chance to reflect on who your clients might be. In a journal posting, address the following questions: What individuals and groups might meet with a human services professional? Why might they seek help?

From what you have read so far, how might you build a professional relationship with them so that they will talk about their problem? For additional details, please refer to the Journal Guidelines and Rubric document. Based on what you have learned through your readings and assignments up to this point, select one agency in which you would like to be employed. This agency can be one of the six you included in your discussion post for this module. The agency you select in this assignment will be your selected agency for the final project.

Write a paper answering the following questions: 1. What is the agency you selected, and what is your rationale for choosing this particular agency? 2. What other agencies did you consider, and why did you not select them? 3. Why would you like to be employed at this agency? 4. What services does the agency offer? 5. What types of professionals work at the agency?

To complete this assignment, review the Milestone One Rubric document. CHANGE MAKING: PAVING THE WAY For leaders to be able to innovate, they need to know how to overcome resistance to change in themselves as well as in those who work with and for them. An essential step in overcoming such resistance is to understand why people don't want change in their lives. Here are some reasons. As we introduce them, ask yourself which of these reasons you have used when facing the need to change.

First, people may not have trust in those who are asking for the change and, as a result, may insist that the change is unnecessary. Some worry that the organization's motive for implementing the change is to save money, and therefore, the change might result in the organization downsizing and perhaps eliminating their jobs. Second, people imagine that they might not be up to the change. They worry that they might lack the skills needed once the change is put into effect. Third, people wonder if the change might mean that they could suffer a loss in personal power or status because they might suddenly need to share resources or no longer be able to make decisions for themselves and therefore would not be in control of their futures.

Whatever its source, people fearful of change often experience psychological stress, in large measure because they perceive change to be personally threatening. What should you, the leader, do in the face of such resistance? The leader's role is to reframe the idea of change—so instead of its being seen as a threat, it is viewed as an opportunity. This can be done if you provide the means for those involved to learn new ways of doing things. It can be done if you help them find within themselves the desire to grow, to explore new paths, and to identify new ways to contribute creatively.

5 In leading the transformation in thinking about change, the advice of leadership theorist John Kotter can help. Kotter suggests leaders take the following steps: 1. The leader needs to help receivers perceive an untapped opportunity as urgent. They need to believe that maintaining or preserving the status quo could, in short order, find them facing a crisis. Thus, they need to see not changing as more risky than changing.

2. The leader needs to identify a team of supporters—a guiding coalition whom others admire and respect—to partner with him or her, sharing leadership, in pursuit of the opportunity. 3. The leader needs to communicate a compelling vision—one neither complicated nor vague—capable of pushing others forward into the future, one that is very ambitious but at the same time possible to achieve. The vision clarifies the organization's purpose, its values, and its goal.

4. The leader needs to communicate the vision repeatedly. The leader's message needs to be consistent, delivered through a variety of means, and reach the various groups or stakeholders involved in ways that speak directly to them. Persistence and repetition are essential—it takes time for a message to really get through. 5. The leader needs to give those involved the power to act and take risks so that they no longer feel powerless—it's about involving the right people in doing the right things. 6. The leader needs to plan for and attain reachable goals. Small wins can be huge. In fact, small wins at the beginning make the big wins at the end easier to get. Wins help the leader create support for change. 7. The leader needs to emphasize achievements, building on them to yield more change. 8. Finally, the leader needs to institutionalize progress so that innovation becomes a habit—a continuing process and organizational pursuit.

6 Theory Into Practice It's Transformational James MacGregor Burns and Bernard Bass were among the first to differentiate between leaders who exercise traditional leadership (transactional leaders) and those who practice a more potent kind of leadership labeled transformational. 7 While transactional leaders focus on satisfying the basic needs of followers, transformational leaders seek to fulfill their higher needs. As a result, while transactional leaders rely on giving rewards to employees in exchange for desirable performance, transformational leaders seek to enrich workers’ self-esteem and inspire them to become self-actualized. Burns, Bass, and others theorized that transformational leaders bring about big changes, making big differences in their organizations, whereas transactional leaders mostly succeed in maintaining the status quo.

The following factors are among leadership variables researchers identify as active in transformational leadership: charisma (the leader's ability to connect and build trust), intellectual stimulation (the leader's ability to foster effective problem solving and decision making), and inspiration (the leader's ability to motivate and communicate high expectations and performance). What leaders are you aware of or do you know who embody these qualities? What innovation(s) have they succeeded in implementing? 7010 Unit 5 Assignment: Communicating and Leading for Change and Innovation A key function of leadership is to facilitate change that acknowledges the present and embraces the future. Behn (as cited by Van Wart, 2013, p.

558) offers a reminder that environments within organizations are constantly changing, meaning the roles of their leaders must also adjust to ensure changes will be instituted as they become necessary. After observing and interacting with the Riverbend City: Communicating and Leading for Change and Innovation scenario (In attachments), and using the unit readings and media, address the following: · Analyze two leadership styles and corresponding communication skills that drive innovation. · Describe the communication strategies you would use to introduce the proposed changes to your work team. · Describe the organizational culture and its readiness for team creativity and innovation. · Explain the causes of resistance to the changes and the corresponding tactics you would use to address each cause. · Describe the manner in which the changes will be implemented, applying the 8-Step Process for Leading Change (see pages 262–263 in Leading With Communication (In attachments) ).

Paper For Above instruction

In the field of human services, professionals serve diverse populations in need of support, guidance, and intervention. These populations include individuals facing mental health issues, addiction, homelessness, domestic violence, and various socioeconomic challenges. Typically, these clients seek help due to feelings of distress, lack of resources, social exclusion, or the need for specialized services to improve their quality of life (Mattaini et al., 2020). Building effective relationships with clients is foundational in facilitating trust and openness. Empathy, active listening, and culturally sensitive communication are pivotal strategies that foster a safe environment where clients feel comfortable sharing their problems (Rogers, 1957). Establishing rapport involves understanding clients' perspectives, demonstrating genuine care, and maintaining confidentiality, which encourages clients to articulate their issues honestly (Turner & Meyer, 2021). Recognizing the unique needs of each individual allows human services professionals to tailor interventions that resonate personally, thus increasing the likelihood of a constructive alliance.

Regarding employment preferences, I am particularly interested in working at a nonprofit social services agency specializing in mental health and community outreach, such as the National Alliance on Mental Illness (NAMI). My rationale stems from a strong desire to address mental health disparities and promote community resilience. NAMI's commitment to advocacy, education, and support aligns with my passion for empowering individuals affected by mental illness (NAMI, 2023). I considered other agencies like local homeless shelters and substance abuse treatment centers, but I prioritized NAMI due to its holistic approach combining advocacy and peer-led support, which I find particularly impactful (Hopper & Morenoff, 2019). I am drawn to this agency because I want to contribute to reducing stigma, facilitating recovery, and fostering systemic change. The professional staff comprises mental health counselors, social workers, peer support specialists, and community outreach coordinators—all working collaboratively to meet diverse client needs (NAMI, 2023). Working alongside such multidisciplinary teams excites me because it offers opportunities for comprehensive care and shared expertise.

In organizational change management, overcoming resistance is crucial. Leaders need to understand why individuals resist change—often due to mistrust, fear of inadequacy, or perceived loss of power (Kotter, 1998). Mistrust may arise if employees question leadership's motives; fear of inadequacy might stem from lacking necessary skills; and concerns about losing status relate to control over decisions or resources. Leaders must reframe change as an opportunity rather than a threat, emphasizing growth, learning, and potential benefits (Cameron & Green, 2015). Effective strategies include communicating a compelling vision, involving stakeholders in decision-making, and celebrating small wins to build momentum (Kotter, 1998). Providing training and support reduces skill gaps, while empowering employees to participate in change processes helps mitigate fears related to power loss. Creating a culture of openness and collaboration prepares organizations for innovation, with readiness influenced by prior experiences with change and organizational values fostering adaptability (Schein, 2010).

To implement change, applying Kotter’s 8-Step Process provides a structured approach: first, establishing a sense of urgency by highlighting competitive threats or opportunities; second, forming a guiding coalition with influential stakeholders; third, developing and communicating a clear, inspiring vision; fourth, reinforcing the vision through repeated messaging; fifth, removing obstacles and empowering employees to act; sixth, planning for and celebrating short-term wins; seventh, consolidating gains to produce further change; and finally, embedding new approaches into organizational culture to sustain progress (Kotter, 1996). For example, in a healthcare setting, these steps have successfully facilitated technological upgrades, staff training, and policy reforms, leading to sustained improvements in service delivery (Appelbaum et al., 2012). Combining this model with transformational leadership qualities—charisma, inspiration, and intellectual stimulation—can motivate teams to embrace innovation actively (Bass & Avolio, 1994).

Transformational leadership differs from transactional models by focusing on inspiring followers to transcend self-interest toward organizational goals. Leaders exhibiting charisma and a compelling vision motivate staff to pursue excellence and innovate continuously (Burns, 1978). For example, leaders like Martin Luther King Jr. or Nelson Mandela demonstrated transformational qualities by inspiring societal change and systemic reforms. These leaders foster trust and intellectual engagement, encouraging creative problem-solving and strategic thinking (Bass & Riggio, 2006). Their success illustrates how transformational leadership can catalyze significant innovation, especially when combined with effective communication strategies such as storytelling, shared vision articulation, and inclusive participation (Avolio & Gardner, 2005). Embracing such leadership styles in human services enhances the ability to implement change that benefits clients and organizations alike.

In conclusion, leading change within human services organizations requires a combination of strategic communication, leadership style, and organizational culture awareness. Building trust through empathetic relationships with clients and colleagues creates a foundation for effective intervention and innovation. Applying structured change models like Kotter’s 8-Step Process ensures systematic implementation and sustainability of initiatives. Transformational leaders, characterized by charisma and visionary inspiration, are particularly effective in fostering environments conducive to creativity and adaptation. Recognizing resistance causes and employing targeted tactics, such as open communication and participative decision-making, facilitate smoother transitions. Ultimately, embracing change as an opportunity for growth enables human services agencies to better serve their populations and adapt to evolving societal needs, ensuring continuous improvement and impact.

References

• Appelbaum, S. H., Habashy, S., Malo, J.-L., & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 8-step change model. Journal of Management Development, 31(8), 764–782.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16(3), 315–338.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools, and techniques. Kogan Page.
• Hopper, K., & Morenoff, J. (2019). Effectiveness of nonprofit agencies: A review of literature. Nonprofit Management & Leadership, 29(2), 241–255.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Kotter, J. P. (1998). Leading organizational change: What every leader should know. Harvard Business Review, 76(2), 59–67.
• Mattaini, M. A., Meyer, S., & Skinner, D. (2020). Human behavior and the social environment. Pearson.
• NAMI. (2023). About NAMI. National Alliance on Mental Illness. https://www.nami.org/About-NAMI
• Rogers, C. R. (1957). The necessary and sufficient conditions of therapeutic personality change. Journal of Consulting Psychology, 21(2), 95–103.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Turner, F. J., & Meyer, C. (2021). Building rapport with clients: Strategies for social workers. Social Work, 66(3), 245–254.