Post: The Change Initiative I Identified For My Organization

Post 1the Change Initiative I Identified For My Organization Is To Mo

Post #1 The change initiative I identified for my organization is to mobilize, motivate, organize, orient, and focus the attention of my noncommissioned officer (NCOs) on training and how to conduct training effectively. My goal as described is to encourage these NCOs to change and learn better ways of training. After conducting an assessment using the organizational change questionnaire in our literature, the organization scored 9. This score indicates that the organization is ready for change (Cawsey, Deszca, & Ingols, 2016). The organization has certain characteristics that have created an enabling environment to accept change.

In the past, the organization has responded well to change. Within a few weeks of each other, a new commander assumed responsibility of the unit, and I also took responsibility as the detachment sergeant. The Soldiers of the organization reacted well to the change in leadership and philosophy. Another positive operational environment within the organization was the positive attitude of the Soldiers and their readiness to succeed. To increase awareness of the need to change, it is essential to communicate clearly why the change is necessary, provide compelling reasons, and emphasize the risks of not changing (Meier, 2015). According to Jeffrey Hiatt, four components must be addressed when building awareness of the need for change: understanding the nature of the change and its alignment with the organization’s vision, reasons for the change and risks of inaction, impact on the organization and community, and “What’s in it for me” (WIIFM) (Meier, 2015).

Paper For Above instruction

Organizational change is a critical process that involves strategic planning and execution to adapt and improve. The readiness of an organization fundamentally influences how effectively change initiatives are adopted and sustained. In my organization, the proposed change focuses on enhancing the training capabilities of noncommissioned officers (NCOs). The objective is to improve training effectiveness by motivating and organizing NCOs around best practices in training delivery. This initiative is rooted in the understanding that well-trained NCOs directly influence unit readiness and operational success.

Assessment through the organizational change questionnaire yielded a score of 9, which demonstrates a high level of readiness. This positive score indicates that the organization possesses the characteristics necessary to support change, such as prior successful adaptations, positive leadership, and a motivated workforce. Historical responses to change in my organization have been favorable. For instance, recent leadership transitions, including the appointment of new commanders and new responsibilities, were met with minimal resistance. These shifts suggest a resilient organizational climate conducive to further change initiatives.

Effective communication plays a pivotal role in change management. To cultivate support, leaders must articulate the reasons behind the proposed change clearly. This includes explaining how the change aligns with the organization's vision, the risks of maintaining the status quo, and the benefits of embracing new training methods. Providing tailored messaging that addresses individual concerns and highlights personal or professional gains fosters buy-in. Jeffrey Hiatt emphasizes that addressing the questions of what the change is, why it is necessary, what impact it will have, and what’s in it for the individuals involved are critical to building awareness and commitment (Meier, 2015).

Furthermore, successful change implementation requires a structured approach, incorporating elements from Kotter’s eight-step process. Establishing a sense of urgency, forming guiding coalitions, developing a clear vision, communicating the vision effectively, empowering action, generating short-term wins, consolidating gains, and anchoring new approaches into organizational culture are crucial steps. In my context, leadership can leverage these steps to facilitate a smooth transition towards improved training practices among NCOs.

Organizational culture also significantly impacts readiness and receptivity to change. A culture that values continuous improvement, innovation, and open communication is more likely to adapt successfully. Therefore, ongoing engagement, feedback mechanisms, and recognition of efforts are vital to sustain momentum. Additionally, training programs should be tailored, incorporating adult learning principles that motivate NCOs and address their specific needs.

In summary, the significant factors contributing to readiness in my organization include prior positive responses to change, effective leadership, motivated personnel, and clear communication strategies. By aligning the change initiative with organizational goals and addressing individual concerns through targeted messaging, the transition can be managed efficiently. The integration of formal change management models like Kotter’s framework will further enhance the likelihood of success, ensuring that the organization not only adopts new training methods but sustains them for long-term operational benefits.

References

• Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational change: an action-oriented toolkit. Sage Publications.
• Meier, J. (2015). Awareness is the first step of change. Harvard Business Review. Retrieved from https://hbr.org
• Lunenburg, F. C. (2010). Approaches to managing organizational changes. International Journal of Scholarly Academic Intellectual Diversity, 12(1).
• Kotter, J. P. (1996). Leading change. Harvard Business School Press.
• Hiatt, J. (2006). ADKAR: a model for change in business, government and our community. Prosci Learning Center Publications.
• Burnes, B. (2017). Organizational change: A comprehensive overview. Journal of Change Management, 17(1), 1-28.
• Appelbaum, S. H., Habashy, S., Malo, J. L., & Shafiq, H. (2012). Back to the future: Revitalizing change management. Journal of Management Development, 31(8), 802-817.
• Armenakis, A. A., Harris, S. G., & Feild, H. S. (1999). Making change permanent: A model for institutionalization. Research in Organizational Change and Development, 13, 97-128.
• Schaffer, R. H. (2013). Driving strategic change: Building capability for fast, effective, and sustainable change. John Wiley & Sons.
• Hiatt, J., & Creasey, J. (2012). The ADKAR concrete change management model. Prosci Publications.