Journal: Do You Embrace Change? ✓ Solved

4-2 Journal: Do You Embrace Change?

Important components of the organizing facet of the P-O-L-C framework are organizational structure and culture. Change is inevitable in any company, and managers who understand how to manage change within their organizational structure and culture will be more successful with implementing and sustaining change. First, watch the following TED Talk videos: TEDxPerth - Jason Clarke - Embracing Change - YouTube (18:03) This TED Talk, presented by Jason Clarke, examines the choices, and opportunities, presented to us through change. Lead and be the change: Mark Mueller-Eberstein at TEDxRainier - YouTube (5:20) This TED Talk by Mark Mueller-Eberstein describes the emotional states that people and organizations experience when confronted with change and transformation.

After you watch these videos, address the following questions and prompts in your journal assignment based on your experience with organizational culture and change. Consider what you watched in the videos as well as what you have learned in the course up to this point.

• How does organizational culture impact the change process?
• Reflect on your experience dealing with change. Explain whether you are naturally open to change or whether you resist change.
• Based on your experience with change, explain how management helped or hindered the change process.

Paper For Above Instructions

The dynamics of change within organizations are profoundly influenced by organizational culture. Organizational culture—encompassing values, beliefs, and behaviors—serves as the framework through which employees interpret their workplace environments. Thus, an organization's culture significantly impacts how change is perceived and implemented. To explore this interplay, I will reference two TED Talks, which provide insights into embracing change, alongside my personal experiences within varying organizational settings.

Organizational culture shapes the change process in multiple ways. A culture that promotes openness and innovation tends to facilitate smoother transitions during periods of change. For instance, if a company embraces a culture of continuous improvement, employees are more likely to view change as an opportunity rather than a threat. Jason Clarke's TED Talk discusses how change offers choices and opportunities, emphasizing the importance of cultivating a positive mindset toward change. Conversely, a resistant culture, characterized by rigid hierarchies and a fear of failure, can stifle change efforts and create barriers to implementation.

Reflecting on my own experience with change, I have encountered both supportive and challenging environments. In my early career, I had the opportunity to work at an organization that valued flexibility and view change as an inherent part of business evolution. This environment fostered my openness to change; I learned that adaptability often leads to greater innovation and improved performance. For example, when the organization underwent a significant restructuring to adopt new technologies, the management provided extensive training and resources to help employees adapt. This proactive approach not only minimized resistance but also generated excitement around the change process, making me more engaged.

However, I have also experienced organizations where change was poorly managed. At one company, the leadership’s lack of communication regarding an impending merger led to widespread uncertainty and fear among employees. The corporate culture at the time was not supportive of open discussions, which exacerbated anxieties about job security and roles. According to Mark Mueller-Eberstein’s TED Talk, the emotional states experienced during change can critically impact receptivity; in this case, fear of the unknown hindered the potential for a successful transition. Management's failure to address these emotional factors directly contributed to a wave of resistance, ultimately disrupting the change process.

Management plays a crucial role in either facilitating or obstructing change. Effective leadership during change involves clear communication, empathetic engagement, and a focus on organizational culture. The way management handles the nuances of cultural dynamics can determine the success or failure of change initiatives. In my experiences, supportive management practices have proven essential in fostering a culture of resilience. By regularly communicating the reasons behind changes, recognizing employee contributions, and providing a vision for the future, management can reinforce a culture that embraces change. Conversely, a top-down approach that dismisses employee feedback can lead to negative outcomes.

Moreover, the impact of effective change management strategies becomes evident in healthcare settings, where changes stemming from policy or practice adjustments can significantly affect patient care. Studies have shown that when healthcare organizations invest in building a culture of adaptability and patient-centeredness, they can improve service delivery and patient outcomes (Buchanan et al., 2018; Kotter, 2012). Therefore, healthcare leaders must navigate both the technical and emotional aspects of change to achieve lasting improvements.

Additionally, it is essential to acknowledge the interplay between organizational structure and culture. A well-defined structure that encourages collaboration and accountability can complement a culture of openness, enhancing the overall effectiveness of change initiatives. Implementing change is not simply an administrative task; it often necessitates re-evaluating both leadership approaches and the underlying culture that supports decision-making processes.

In conclusion, my experiences with organizational change have underscored the significance of a supportive culture in successfully implementing change initiatives. Embracing change is not merely about management directive; it requires a holistic approach that values employee perspectives and fosters a collective mindset toward adaptability. Leaders must recognize that their response to change is not limited to agency measures but includes building a framework where employees feel empowered to navigate change alongside their organization. Reflecting on Clarke and Mueller-Eberstein's insights enhances this understanding and reinforces the idea that managing change is as much about recognizing emotional landscapes as it is about structural adjustments.

References

• Buchanan, D. A., et al. (2018). Organizational change: Theory and practice. SAGE Publications.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Clarke, J. (2018). Embracing Change. TEDxPerth. Retrieved from https://www.youtube.com/watch?v=0B5D6_M3Zs8
• Mueller-Eberstein, M. (2018). Lead and be the change. TEDxRainier. Retrieved from https://www.youtube.com/watch?v=h7juA_sF7QI
• Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theories and practices. Journal of Management, 25(3), 293-315.
• Heyes, J. (2000). Organizational change: A review of the literature and research agenda. International Journal of Management Reviews, 2(3), 257-278.
• Burke, W. W. (2017). Organization change: Theory and practice. SAGE Publications.
• Oreg, S., & Berson, Y. (2011). Leadership and employees' reactions to change: The role of leaders' emotional expressions and behaviors. Leadership Quarterly, 22(5), 1027-1041.
• Kotter, J. P., & Cohen, S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business School Press.
• Conner, D. R. (1992). Managing at the speed of change: How resilient managers use feedback to transform themselves and their organizations. Random House.