Part 2: Organizational Assessment And Action Plan

Part 2: Organizational Assessment and Action Plan

This is the second part of a three-part assignment where you will be applying many of the course concepts that have been discussed in this unit and in previous units by conducting a well-researched analysis. For this part of the assignment, refer to the comments left by the instructor in your Unit VI Scholarly Activity surrounding your selected organization and department. For this assignment, you will be expanding upon the unit, department, or team you selected for the Unit VI Scholarly Activity by addressing the components listed below. Formulate an action plan to promote effective organizational change with an emphasis on conflict management policy planning.

Discuss your personal strategies for managing conflict and how you could incorporate different strategies into these processes. Consider priorities that public managers and employees must possess throughout change processes. Integrate proven theories to help with rationale, input, and expected outcomes from policy changes. Discuss possible efforts and tactics for implementing change to ensure a smooth and productive transition. During this phase, you must develop at least a three-page action plan and utilize at least four of the sources listed in your Unit VI Scholarly Activity or selected replacements. Be sure to properly format your title page and reference page in APA style, and keep in mind that the aforementioned do not count toward meeting the three-page minimum requirement.

Paper For Above instruction

The organizational landscape within public administration is continually evolving, necessitating a strategic approach to change management that emphasizes effective conflict resolution. The second phase of this assignment focuses on a comprehensive assessment of the current organizational environment, followed by the development of a robust action plan that emphasizes conflict management strategies aligned with best practices and theoretical underpinnings. Building on the insights garnered from the Unit VI Scholarly Activity, this paper explores personalized conflict management strategies, integrates proven theories, and proposes tactical approaches to facilitate a seamless transition during organizational change.

Assessment of Organizational Environment

Understanding the unique dynamics of an organization is pivotal to formulating an effective action plan. This involves evaluating existing conflict resolution mechanisms, organizational culture, leadership styles, communication channels, and employee morale. In the context of a public sector organization, such as a local government department, these factors heavily influence the success of change initiatives. For instance, a participative leadership style may foster open communication, thereby reducing conflict during change processes (Yukl, 2013). Additionally, assessing the level of organizational readiness and the presence of resistance to change provides essential insights into potential conflict hotspots that require targeted strategies.

Personal Conflict Management Strategies and Incorporation of Theories

Personal strategies for managing conflict often reflect a mix of collaborative, accommodating, and assertive approaches. I advocate for a collaborative style, which aligns with integrative negotiation theories that emphasize mutual gains (Rahim, 2017). Incorporating emotional intelligence, as proposed by Goleman (1998), enables public managers to recognize and regulate emotions, fostering constructive dialogue and empathy during conflict. Moreover, transformational leadership theories suggest that inspiring and motivating employees can mitigate resistance and promote buy-in for change initiatives (Bass & Riggio, 2006). By blending these strategies, public managers can create an environment conducive to constructive conflict resolution that supports organizational goals.

Proven Theories and Rationale for Policy Changes

The application of conflict resolution and change management theories offers a rational foundation for policy development. Kotter’s (1996) Eight-Step Change Model emphasizes creating a sense of urgency and forming guiding coalitions—principles that help navigate conflicts that arise during change. Similarly, Lewin’s (1947) Change Model, comprising unfreezing, change, and refreezing stages, provides a straightforward framework for implementing policies while managing resistance. Integrating conflict management theories such as Thomas-Kilmann’s (1974) Conflict Mode Instrument guides managers in selecting appropriate responses based on conflict context, fostering smoother transitions and minimizing discord.

Efforts and Tactics for Implementing Change

To ensure a smooth transition, tactical efforts such as stakeholder engagement, transparent communication, and training are essential. Engaging stakeholders early helps identify potential conflicts and develop collaborative solutions. Transparent communication demystifies change initiatives, reducing uncertainty and aligning expectations (Appelbaum et al., 2012). Training sessions focused on conflict resolution, emotional intelligence, and change management equip employees with the skills necessary to navigate their roles during transitions. Additionally, establishing feedback mechanisms such as surveys and focus groups can facilitate ongoing adjustments and foster a culture of continuous improvement.

Conclusion

Effective organizational change in public administration hinges on strategic conflict management and proactive planning. By assessing organizational dynamics, incorporating proven theories, and employing targeted tactics, public managers can lead change initiatives that are smooth, inclusive, and productive. Personal conflict management strategies grounded in collaboration and emotional intelligence, combined with structured change models, provide a solid foundation for overcoming resistance and fostering a resilient organizational environment capable of adapting to future challenges.

References

• Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 1996 change model. Journal of Management Development, 31(8), 764-782.
• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and change. Human Relations, 1(1), 5-41.
• Rahim, M. A. (2017). Managing conflict in organizations. Routledge.
• Yukl, G. (2013). Leadership in organizations. Pearson Education.
• Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann conflict mode instrument. Xicom.