Share In A Discussion Post The Approach To Change You Identi
Share In A Discussion Post The Approach To Change You Identified Withi
Share in a discussion post the approach to change you identified within the Chapter 9 case study. Include the following in your response: What change model was selected in this process, and what options/approaches do you feel that leadership potentially missed? How did individual perception of the change process influence the end result? APA format Textbook Author: Raisa Arvinen-Muondo, Stephen Perkins Organizational Behavior: Organizational Change with references.
Paper For Above instruction
In analyzing the Chapter 9 case study from Raisa Arvinen-Muondo and Stephen Perkins' Organizational Behavior: Organizational Change, I identified that the predominant change approach used was the Lewin's Change Model. Lewin's model, consisting of unfreezing, changing, and refreezing stages, appeared to be the guiding framework in managing organizational change within the case. The leadership focused on unfreezing existing behaviors, implementing new processes, and then attempting to refreeze these new behaviors as the norm. However, while this model provided a structured process, I believe leadership potentially missed opportunities related to more participative approaches such as Kotter's Eight Step Process, especially in areas involving communicating change and empowering employees to participate actively in the change process.
The Lewin model emphasizes a top-down approach where the change is driven by leadership, with less emphasis on employee involvement during the transition. This approach, although effective for certain types of organizational change, can overlook the importance of engaging employees' perceptions and emotions, which are critical factors influencing the success of change initiatives (Arvinen-Muondo & Perkins, 2023). Leadership's potential oversight of including employees early in the process might have limited buy-in, reduced sense of ownership, and consequently, led to resistance. Employees' perceptions of change—whether as threats or opportunities—significantly influence their reactions, adaptability, and overall commitment, directly impacting the effectiveness and sustainability of the change effort (Arvinen-Muondo & Perkins, 2023).
Furthermore, individual perception shapes how change is interpreted and will influence behaviors during implementation. If employees perceive the change as threatening or unnecessary, resistance is likely, which can stall or derail progress. Conversely, if the change is perceived as beneficial and aligned with personal and organizational goals, employees are more likely to engage positively. The case study highlights that leadership could have benefited from implementing strategies to manage perceptions, such as open communication, involvement in planning, and addressing concerns transparently, which are aligned with Kotter's emphasis on establishing a sense of urgency and creating a guiding coalition (Kotter, 1998).
In conclusion, while the Lewin Change Model provided a foundational approach, integrating options like Kotter'seight steps could have enhanced the change process by fostering more engagement and positive perception among employees. Recognizing the importance of individual perception and actively managing it through effective communication and participation are crucial for successful organizational change. Leaders should strive to understand and address employees' perceptions to facilitate smoother transitions and achieve sustainable change outcomes.
References
Arvinen-Muondo, R., & Perkins, S. (2023). Organizational Behavior: Organizational Change. [Publisher].
Kotter, J. P. (1998). Leading Change. Harvard Business Review Press.