Skills Being Assessed: Problem Solving Criteria For S 916404

Skills Being Assessed Problem Solvingcriteria For Success In This

Develop a reacting to change section that critically reflects on approaches to reacting to change, uses concrete examples to support ideas, makes connections to personal experiences, and synthesizes information from relevant sources. Develop a framing of change section that critically reflects on approaches to reacting to change, uses concrete examples to support ideas, makes connections to personal experiences, and synthesizes information from relevant sources. Develop a managing change section that critically reflects on approaches to reacting to change, uses concrete examples to support ideas, makes connections to personal experiences, and synthesizes information from relevant sources. Analyze three or more relevant sources to support your philosophy of change, including reasoning for their selection and connection to your ideas. Create visual components that convey your personal philosophy of change and use SWS format for citations. Produce clear, well-organized writing with accurate grammar, mechanics, and spelling. The assignment involves creating an overview of your personal philosophy of change and a visual collage representing it, supported by at least three sources. You will reflect on your past or recent experiences with change, analyze how you reacted, framed, and managed change, and synthesize this with credible sources. Use your problem-solving skills to develop a personal philosophy that can be applied to managing change in personal and professional contexts.

Paper For Above instruction

The inevitable presence of change in both personal and professional lives necessitates a profound understanding of one's philosophy of change. This philosophy encompasses how individuals react to, frame, and manage change, influencing their ability to adapt effectively. By critically analyzing personal experiences and integrating credible sources, one can develop a comprehensive approach to navigating change and fostering resilience.

Reacting to Change

Reacting to change involves emotional and cognitive responses that shape subsequent actions. Personal reactions to change often oscillate between resistance and acceptance. For instance, when faced with an unexpected career shift, I initially experienced anxiety and resistance, feeling apprehensive about my future. However, I recognized these feelings as natural and sought to understand the change's implications. According to Bridges (2009), emotional reactions are inherent to change but can be managed through awareness and deliberate response strategies. Recognizing my emotional response allowed me to shift from resistance to acceptance, facilitating a more adaptive response. The ability to regulate emotional reactions and maintain a growth mindset is vital in effectively reacting to change.

Framing Change

How one perceives or frames change significantly influences the adaptive process. Framing involves a cognitive appraisal that interprets change as an opportunity or threat. During a recent organizational restructuring, I redefined the change from a threat to an opportunity for growth and learning. This reframing was inspired by Seligman’s (2006) emphasis on positive psychology and the power of optimistic framing to enhance resilience. By actively choosing to view change as an avenue for acquiring new skills, I was able to approach the situation with curiosity and motivation. Personal framing of change impacts emotional responses, motivation, and subsequent actions, underpinning the importance of deliberate cognitive appraisal.

Managing Change

Managing change entails strategic actions to navigate and influence the change process effectively. This involves planning, seeking support, and employing creative solutions. In managing a significant project transition, I utilized a step-by-step approach, breaking the change into manageable components and communicating transparently with team members. Lewin's (1947) change management model emphasizes unfreezing existing behaviors, implementing change, and refreezing new practices—an approach I found effective. Additionally, seeking guidance from mentors and utilizing visual aids enhanced my ability to manage change comprehensively. Effective management also involves flexibility, resilience, and proactive problem-solving to sustain momentum and achieve desired outcomes.

Supporting Sources and Their Relevance

Three credible sources underpin my philosophy:

1. Bridges, W. (2009). Managing Transitions: Making the Most of Change. This book provides insights into the psychological aspects of transition and strategies for facilitating smooth changes, which informs my reaction and management approaches.
2. Seligman, M. (2006). Learned Optimism: How to Change Your Mind and Your Life. Seligman’s work on optimistic framing guides my cognitive approach to reframing change as an opportunity.
3. Lewin, K. (1947). Frontiers in Group Dynamics. Human Relations, 1(2), 5-41. Lewin’s change model offers a foundational framework for managing organizational change effectively.

These sources were selected for their scholarly credibility, relevance to change management and psychology, and practical applicability.

Visual Representation of Personal Philosophy of Change

The visual collage incorporates inspirational phrases such as "Embrace Change," images of a phoenix rising (symbolizing renewal), and arrows illustrating progress and adaptability. This visual serves as a daily reminder of resilience, positive framing, and proactive management—core elements of my personal philosophy of change.

Conclusion

Developing a personal philosophy of change is essential for navigating life’s inevitable transitions. By understanding reactions, intentionally framing change as an opportunity, and employing strategic management techniques, individuals can enhance their resilience and adaptability. Integrating credible psychological and management theories provides a solid foundation for a proactive approach. This philosophy not only helps in personal growth but also enables effective handling of professional changes, fostering continuous learning and development.

References

• Bridges, W. (2009). Managing Transitions: Making the Most of Change. Da Capo Lifelong Books.
• Seligman, M. (2006). Learned Optimism: How to Change Your Mind and Your Life. Vintage Books.
• Lewin, K. (1947). Frontiers in group dynamics. Human Relations, 1(2), 5-41.
• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• Heifetz, R., & Laurie, D. L. (1997). The work of leadership. Harvard Business Review, 75(1), 124–134.
• Coutu, D. L. (2002). How resilience works. Harvard Business Review, 80(5), 46–53.
• Rogers, C. R. (1961). On Becoming a Person: A Therapist's View of Psychotherapy. Houghton Mifflin.
• Argyris, C., & Schön, D. (1978). Organizational learning: A theory of action perspective. Addison-Wesley.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. John Wiley & Sons.
• Fiedler, F. E. (1964). A contingency model of leader effectiveness. Advances in Experimental Social Psychology, 1, 149-190.