Step 5: Empower Action - That's Not My Job, My Boss Won't Le

Step 5 Empower Actionthats Not My Job My Boss Wont Let Me Le

Step 5: Empower Action "That’s not my job!" "My boss won’t let me." "Let me go ask my supervisor." "That’s outside my authority." We’ve all heard reasons why we are unable to complete a task. Chances are, they are very real reasons that are impeding our progress toward change. To make our change efforts effective, we must be sure we are supporting and empowering the individuals in our group to actually do what we are asking them to do. Specific questions or items to address: Read Step 5 “Empower Action” from Kotter and Cohen's The Heart of Change. First, review the feedback from your instructor on Part 5. Use any new information you gained from the discussion and feedback from your instructor to revise and improve Part 5 of your project. Next, compile Part 6 of your project, explaining what actions you and your team will take to empower people to take action. How will you remove boss barriers, system barriers, information barriers, and barriers of the mind? How will you ‘retool’ the boss? You may find page 121 helpful in reviewing the key points of what to do and not do when empowering action. Be sure your paper touches on the key elements of each as they pertain to your organization. Be sure to include at least three scholarly references to support your assertions written in your own words. Do not copy word for word from the course text or any other sources. Your submission this week is Part 6 of the final project. The requirements below must be met for your paper to be accepted and graded: Write between 1,000 – 1,500 words (approximately 4 – 6 pages) using Microsoft Word in APA style. Use font size 12 and 1” margins. Include cover page and reference page. At least 80% of your paper must be original content/writing. No more than 20% of your content/information may come from references. Use an appropriate number of references to support your position, and defend your arguments. The following are examples of primary and secondary sources that may be used, and non-credible and opinion based sources that may not be used. Primary sources such as, government websites (United States Department of Labor Bureau of Labor Statistics, United States Census Bureau, The World Bank, etc.), peer-reviewed and scholarly journals in EBSCOhost (Grantham University Online Library) and Google Scholar. Secondary and credible sources such as, CNN Money, The Wall Street Journal, trade journals, and publications in EBSCOhost (Grantham University Online Library). Non-credible and opinion-based sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. should not be used. Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.

Paper For Above instruction

Empowering action within organizations is a critical step in leading change effectively. According to Kotter and Cohen (2002), empowering individuals to take action involves removing barriers that inhibit progress, whether they are rooted in organizational structures, individual mindsets, or systemic processes. This phase aims to cultivate an environment where employees feel capable, confident, and authorized to implement change initiatives. In this paper, we analyze strategies to overcome common barriers to action, retool leadership, and foster a culture of proactive engagement, applying concepts from The Heart of Change and relevant scholarly sources.

Understanding Barriers to Action

Barriers to action often manifest as the classic statements: "That’s not my job," "My boss won’t let me," or "It’s outside my authority." These reflect deeply ingrained organizational and psychological hurdles. Systemic barriers, including rigid hierarchies or unclear processes, tend to reinforce these attitudes. System barriers can be addressed by revisiting organizational policies to clarify roles and empower employees through delegation and authority redistribution (By, 2018). Additionally, informational barriers—such as a lack of access to relevant data or training— impede decisiveness and initiative. Overcoming these requires transparent communication channels and training programs to enhance competence (Kotter & Cohen, 2002).

On a more psychological level, barriers of the mind—fear of failure, risk aversion, or complacency—must be addressed through coaching and cultural reinforcement of continuous improvement. Empowering individuals demands addressing these internal barriers to action as well, creating a mindset that views change as an opportunity rather than a threat (Schein, 2010).

Strategies for Removing Barriers and "Retooling" Leadership

To effectively empower team members, organizations must strategically remove these obstacles. First, retooling leadership—particularly the boss or manager—reflects a shift from command-and-control to coaching and facilitative leadership. As Kotter and Cohen (2002) highlight, the retooled boss must act as an enabler, helping others see their capacity for change, and providing support rather than directives. Training programs that develop transformational leadership skills are critical for this transition (Bass & Avolio, 1994).

Second, systemic barriers can be dismantled through explicit empowerment policies and the decentralization of decision-making authority. For example, restructuring teams to include decision-making roles ensures ownership and accountability. Establishing a clear communication framework helps employees understand their roles and the importance of their contributions toward organizational change (Yukl, 2013).

Third, informational barriers are addressed by providing ongoing education, access to necessary data, and ensuring that resources are aligned with change objectives. Digital tools, dashboards, and regular feedback sessions promote transparency and knowledge sharing, which bolster confidence and initiative (Davenport & Harris, 2007).

Finally, addressing barriers of the mind involves coaching, recognition, and fostering a psychologically safe environment where employees feel comfortable taking risks. Cultivating a growth mindset—where mistakes are viewed as learning opportunities—encourages proactive behavior (Dweck, 2006).

Practical Approaches to Empower Action in Organizations

Practical methods to promote empowerment include establishing cross-functional teams empowered to make decisions swiftly, providing ongoing leadership development, and recognizing employee efforts publicly. For instance, implementing a rewards system that recognizes initiative aligns with fostering a culture of proactive change (Fredricksen & Anderson, 2010). Equally important is involving employees in decision processes, thus increasing buy-in and ownership.

Furthermore, leadership must 'retool' themselves by adopting coaching techniques, practicing active listening, and demonstrating alignment with change efforts (Cummings & Worley, 2014). Change agents can facilitate workshops and training sessions focusing on empowerment principles, ensuring that managers understand how to support autonomous action effectively.

In addition, utilizing methodologies like Action Learning or Kaizen can embed continuous improvement into organizational culture, promoting employee-driven solutions and innovations. These approaches emphasize employee involvement in problem-solving, leading to greater empowerment and agency (Revans, 1982; Imai, 1986).

Conclusion

Empowerment is essential for sustaining organizational change. Removing barriers—whether systemic, informational, or psychological—and retooling leadership to act as enablers facilitates a proactive and empowered workforce. Effective change management requires deliberate strategies to foster trust, enhance communication, and develop leadership skills that support autonomous action. By implementing these strategies, organizations can accelerate the change process and ensure enduring success in dynamic environments.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• By, R. T. (2018). Organisational change management: A critical review. Journal of Change Management, 18(2), 88-103.
• Davenport, T. H., & Harris, J. G. (2007). Competing on analytics: The new science of winning. Harvard Business Review Press.
• Dweck, C. S. (2006). Mindset: The new psychology of success. Random House.
• Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business School Press.
• Imai, M. (1986). Kaizen: The key to Japan's competitive success. Random House.
• Revans, R. (1982). The origin and rise of action learning. Chartwell-Bratt.
• Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.