Module 11 Chapter 10: Survive The Change You Didn't Ask For
Module 11chapter 10survive The Change You Didnt Ask Forvideo Case Qu
Module 11/Chapter 10 Survive the Change You Didn’t Ask For Video Case Questions
1. What is a common reaction to change and why according to M.J. Ryan?
2. If you had to tell a friend or coworker about only two of the sinkholes which ones would it be and why?
3. Thinking about these sinkholes, which one of the skills to lead positive change (summarized in Figure 10.7) do you feel seems to address the sinkholes best? Why?
Paper For Above instruction
The human response to change has been extensively studied by psychologists and leadership experts, with M.J. Ryan highlighting a common reaction rooted in fear and resistance. According to Ryan, many individuals initially react to change with anxiety or denial because change disrupts routines and creates uncertainty. This resistance is often a defense mechanism to protect oneself from perceived threat or loss, which can hinder adaptability and growth. Understanding this reaction is crucial for leaders seeking to facilitate smooth transitions within organizations, as it underscores the importance of fostering emotional resilience and transparent communication.
The concept of sinkholes, as discussed in the context of organizational change and personal adaptation, metaphorically represents pitfalls or obstacles that can derail progress. If I had to warn a friend or coworker about only two sinkholes, I would choose “Fear of the Unknown” and “Resistance to Change.” These two sinkholes are particularly damaging because they directly impede proactive adaptation. Fear of the Unknown prevents individuals from engaging with new opportunities, fostering paralysis rather than progress. Resistance to Change, on the other hand, actively opposes initiatives meant to improve or evolve, often leading to stagnation. Addressing these sinkholes early can help mitigate their negative impact and promote a growth mindset.
When considering these sinkholes, the leadership skill that seems to address them most effectively is “Emotional Intelligence,” especially the component of self-awareness and empathetic communication, as summarized in Figure 10.7. Emotional intelligence helps leaders recognize the emotional responses of their team members and respond appropriately. By understanding and managing emotions—both their own and others’—leaders can diminish fear and resistance, framing change positively and inclusively. This skill facilitates trust and openness, which are essential in overcoming sinkholes like fear and resistance. Consequently, cultivating emotional intelligence provides a strategic advantage in leading positive change because it directly targets the emotional barriers that often hinder successful transitions.
References
- Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
- Herzberg, F. (1966). Work and the Nature of Man. World Publishing Company.
- Kotter, J. P. (1996). Leading Change. Harvard Business School Press.
- Ryan, M.J. (2013). How to Survive the Change You Didn’t Ask For. Harvard Business Review.
- Weick, K. E., & Sutcliffe, K. M. (2001). Managing the Unexpected: Resilient Performance in an Age of Uncertainty. Jossey-Bass.
- Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Reappraisal. Journal of Management Studies.
- Bradbury, H., & Bock, G. (2008). Creating Resonant Leadership Through Emotional Intelligence. Journal of Organizational Change Management.
- Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and our Community. Prosci.
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- McChrystal, S. (2015). Team of Teams: New Rules of Engagement for a Complex World. Portfolio.