Running Head Change Management ✓ Solved

Running Head Change Management

Change management describes the transitioning of people, groups, companies as well as projects from their current state to a different one. Organization change has an impact on the entire organization (Krawford, 2010). Change within organizations may be attributed due to the aspect of globalization which thus result in rapid advancement in technological changes, the issue of cultural diversity within the society and the environmental resources. Thus, in the achievement of organization performance, there is a need to recognize a change as well as effective strategies to carry out the implementation of the change (Kurt, 2013).

Moreover, there exist internal and internal factors which influencing change. The approach of change management there involves the application of structured methods which focuses on steering the business from its present state to a future state of preference. There is focus on wider impacts in the change process, which may focus on people, either as individuals or as teams and their movement from their present state into their future state (Krawford, 2010). Change management within organizations can be significantly enhanced whereby the organization’s staff exhibits people who demonstrate commitment and willingness to learn and consequently be in a position to expand (Kurt, 2013). There exist five disciplines which can promote organization development; these are the Shared vision, mental models, Personal mastery, Team learning and System thinking.

The three disciplines I will choose are the Shared Vision, Mental Models, and Personal Mastery. These disciplines play a significant role in influencing change management within organizations (Krawford, 2010). In the concept of shared vision, my interview experiences which can significantly assist in the establishment of the disciplines objective is through the use if interview questions. These are such as; “What do we focus on creating together,†therefore, in this case, there is initial adequate consideration through a conversation on what shared vision exists within the team. As a result, there is the development of a common understanding concerning the people’s aspirations, and this approach consequently builds their commitment concerning the change within the organization (Krawford, 2010).

Thus, through organization’s leadership influence, there is the creation of positive visioning among the employees hence enabling in the achievement of realistic goals. Besides, this will thus enhance team development within the organization, and as a result, enable the establishment of a team in the achievement of the organization’s goal. The second discipline of mental model focuses on addressing individual mindsets, beliefs, and values which consequently influences on how people think and act. The provision of information concerning a change will thus make them align their thinking towards the change process within the organization (Kurt, 2013). The approach will thus assist in reframing their thinking, which will thus enhance the change process within the organization.

Moreover, the concept will promote the aspect of self-actualization, thus promoting the organization's focus on the achievement of the change process within the company. The concept of personal mastery in change management focuses on the establishment of self-awareness of the employees within the organization. It further outlines mechanisms to manage change among employees sensitively through the establishment of relationship within the organization. Therefore, the employees will develop a sense of willingness to adopt new opinions from the team members. The approach will thus enable development of team strategy with the focus of realization of the organization's goals (Krawford, 2010).

The theory behind the discipline is Kotter’s change management theory as it focuses on people’s responses concerning the change process as demonstrated by its focus on team building. Moreover, it focuses on the establishment of the team’s visions, and thus it is a beneficial model as depicted by its step-by-step approach (Kurt, 2013). Additionally, it first focuses on the acceptance of the change process through participant’s preparation. As a facilitator, my objective was to gather people together who were part of a team and thus had a shared vision. Thus, as a discipline of learning, shared vision goal is to enhance the commitment of a group through a story which creates a big picture among my team (Krawford, 2010).

Thus, as a facilitator, my perspective was to establish a common view concerning the future development, hence outlining the means and strategy which can assist the team to actualize their desire. The purpose of the sessions in the teamwork is to observe their insights in the facilitation process and hence establish team building and consequently to support the functioning of a team. Therefore, as a team facilitator, the activity was a success due to the demonstrated team participation as well as contribution among the members (Kurt, 2013). Through the session, the team members were active in the provision of good ideas which thus played a great role in enhancing the vision implementation. Thus, through the session as a facilitator in the business environment, the concept of team development made it possible to demonstrate that through a team, different perspectives are generated.

Team participation and influencing resulting in the achievement of most target objectives. The change of contract will involve approach such as freeze and unfreeze concept. The unfreeze approach focuses on people’s preparation for the change process. It is an essential part of the change process due to its role in managing issues of resistance to change. My experience on the session concerning the three disciplines was that change can be effectively carried out within an organization through appropriate team development within organizations (Krawford, 2010).

The recommendation of the use of the change management approach is that to enhance the change process within organizations is that, there is a need for clear goals to be set within a company. Additionally, to avoid cases of staff resistance, it is recommendable for staff involvement in the decision-making process. Reference Krawford, K. (2010). Change Management and change process. New York: University Press. Kurt, C. (2013). Change Management model. New York: McGraw-Hill.

Sample Paper For Above instruction

Change management is a structured approach to transitioning individuals, teams, and organizations from their current state to a desired future state, often in response to internal or external pressures (Cameron & Green, 2012). One of the primary drivers of organizational change in the modern era is globalization, which accelerates technological advancements, enhances cultural diversity, and impacts environmental resource management (ReiàŸ, 2011). Effective change management requires understanding the multifaceted factors influencing change and applying appropriate strategies that involve and motivate staff to embrace new directions.

Fundamental to change management are internal and external factors that influence an organization's ability to adapt successfully. Internal factors include organizational culture, employee resistance, and leadership commitment, while external factors encompass market shifts, technological developments, and socio-economic trends (Lewis, 2014). A structured approach, often based on Kotter's Eight-Step Change Model, is utilized to guide organizations through the transition. Kotter emphasizes building a guiding coalition, creating a shared vision, communicating the vision, empowering others, generating short-term wins, consolidating gains, and anchoring new approaches in the culture (Krawford, 2010).

Among the various disciplines promoting organizational development, shared vision, mental models, and personal mastery are crucial. These disciplines facilitate understanding, acceptance, and internalization of change among employees. The shared vision fosters alignment and commitment by ensuring all team members understand and work towards common goals (Kurt, 2013). According to my interview experiences, establishing shared vision begins with asking questions such as, “What do we focus on creating together?” This helps develop a collective understanding, which enhances motivation and engagement in change initiatives.

Similarly, mental models—internal representations of how things work—shape individual and collective behaviors. Addressing and reframing mental models enables individuals to see change as an opportunity rather than a threat (ReiàŸ, 2011). Information dissemination about upcoming change helps reorient beliefs and assumptions, smoothing the transition process. Personal mastery, on the other hand, relates to continuous self-improvement and the development of resilience and adaptability among employees (Lewis et al., 2014).

Leadership plays a pivotal role in influencing change. Kotter’s model emphasizes team building and creating a sense of urgency, which aligns with the disciplines of shared vision and personal mastery. As a facilitator, I observed that connecting team members through shared stories and collaborative goal setting significantly boosts commitment and reduces resistance (Krawford, 2010). Using a ‘freeze-unfreeze’ model, organizations can effectively prepare for change by first unfreezing existing practices, implementing change, and then refreezing to stabilize new methods.

To improve the change process, organizations should set clear, achievable goals and involve staff in decision-making to foster ownership and reduce resistance. Transparency and communication are key, ensuring that employees understand the reasons for change and the benefits involved (Kurt, 2013). In conclusion, effective change management hinges on understanding the psychological and cultural factors at play, employing disciplined approaches like shared vision, mental models, and personal mastery, and fostering leadership that inspires collective commitment.

References

• Cameron, E., & Green, M. (2012). Making sense of change management: A complete guide to the models, tools, and techniques of organizational change. London: Kogan Page.
• Krawford, K. (2010). Change Management and change process. New York: University Press.
• Kurt, C. (2013). Change Management model. New York: McGraw-Hill.
• Lewis, S., Passmore, J., & Cantore, S. (2014). Appreciative inquiry for change management: Using AI to facilitate organizational development. London: Kogan Page.
• ReiàŸ, M. (2011). Change management: A balanced and blended approach. Norderstedt: Books on Demand.