Read A Selection Of Your Colleagues' Postings Below

Reada Selection Of Your Colleagues Postings See Listed Belowrespondt

Read a selection of your colleagues' postings see listed below. Respond to at least to (2) two of your colleagues in one or more of the following ways: · Share an insight about what you learned about change from having read your colleagues’ postings and discuss how and why your colleague’s posting resonated with you professionally and personally. · Offer an example, from your experience or observation, which validates or differs from what your colleague discussed. · 3-4 paragraph responses · No Plagiarism · APA citing

Paper For Above instruction

Organizational culture is a complex and deeply ingrained aspect of any entity, influencing behaviors, decision-making, and the overall work environment. The insights shared by colleagues Natasha Mills and Ryan Sharratt highlight critical facets of cultural change, including the significance of leadership, stakeholder engagement, and the challenges posed by long-standing traditions and internal politics.

Natasha Mills emphasizes that initiating cultural change within organizations is inherently challenging due to the existence of subcultures and varying influence levels among individuals. She underscores the importance of collaboration and stakeholder buy-in, noting that cultural transformations require a collective effort rather than just individual initiative (Schein, 2009; Schein, 2010). Her practical example of shifting to remote work, facilitated by a compelling vision and strategic use of organizational tools, illustrates how cultural change can be effectively guided when key stakeholders are aligned and motivated. The idea that change is most successful when it appeals to the group's interests and gains their internalization aligns well with Lewin’s Change Model, which highlights unfreezing existing attitudes to facilitate transition (Lewin, 1951).

Ryan Sharratt offers a pragmatic perspective grounded in safety culture within organizations. His experience demonstrates how resistance rooted in established routines and collective mindsets can impede safety initiatives. The example of successfully reducing the organization's EMR through engaging influential union members exemplifies that change often begins with a small, dedicated group that influences wider accepted practices (Sinek, 2017). Sharratt’s focus on the importance of the "why" in leadership echoes Sinek’s (2017) assertion that understanding and communicating purpose drives motivation and cultural alignment. His acknowledgment of external factors such as collective bargaining agreements adds complexity but also underscores the nuanced strategies needed to effect cultural change at different organizational levels.

Both colleagues’ insights resonate with my professional experience, especially regarding the necessity of securing leadership support and understanding the deeper cultural roots that sustain existing behaviors. In my practice, I have observed that successful change efforts often hinge upon identifying and empowering change agents within the organization—those who can influence their peers and help shift norms. For instance, implementing a new safety protocol in a manufacturing plant was met with initial resistance until a few respected employees endorsed the change, which then gained momentum across other workgroups. This aligns with Sharratt’s observation that lasting change begins with motivated individuals or small groups.

In conclusion, the lessons from Mills and Sharratt reinforce that cultural change is multidimensional, requiring strategic communication, stakeholder engagement, and perseverance. Leaders must recognize the importance of addressing subcultures, leveraging influential individuals, and fostering a shared vision to enhance organizational adaptability. As noted by Schein (2009), ultimately, cultural transformation is about changing mindsets and behaviors at both individual and collective levels—an endeavor best approached with patience, sensitivity, and strategic planning.

References

• Schein, E. H. (2009). The corporate culture survival guide. Jossey-Bass.
• Schein, E. H. (2010b). Creating corporate cultures: Prof. Edgar Schein: Keynote speech part 2. Retrieved from [URL]
• Sinek, S. (2017). How to get people to follow your inside quest. Retrieved from [URL]
• Lewin, K. (1951). Field theory in social science. New York: Harper & Brothers.
• Denning, S. (2011, July 23). How do you change an organizational culture? Forbes. Retrieved from [URL]
• Additional scholarly sources on organizational culture and change management may be cited here.