The Purpose Of This Assignment Is To Gain First-Hand Experie

The Purpose Of This Assignment Is To Gain First Hand Experience In Try

The purpose of this assignment is to gain first-hand experience in trying to get another person to change. Select a subordinate, colleague, friend, or family member—someone you know reasonably well. Identify something you think this person should do differently that would be beneficial to the person or your organization, but might be difficult to do. Create a plan for how to talk with the target person, considering issues such as conveying urgency, explaining the "why," and creating an emotive case for change before providing the reasons. Meet with the target person, execute your plan, and then write a 3-5 page paper describing the situation, your action plan, and the results. Discuss your feelings about asking this person to change, their response, whether they will follow through, and what you could have done differently to improve success. Reflect on how you typically respond when someone asks you to do something differently. Follow proper formatting: double-spaced, Times New Roman 12-point font, one-inch margins, with a cover page and a separate references page. The assignment aims to develop skills in organizational change, communication, and understanding behavioral responses.

Paper For Above instruction

In this paper, I will recount a recent experience where I endeavored to persuade a colleague to alter a work habit that I believed could enhance overall team productivity. The situation involved my coworker, who frequently missed deadlines on collaborative projects, causing delays that affected our team's efficiency. Recognizing the importance of timely submissions for maintaining project flow, I decided to approach her with a constructive conversation aimed at encouraging her to improve her punctuality and organization.

The action plan I devised centered around a respectful and empathetic discussion. I prepared by reflecting on the potential reasons behind her behavior, acknowledging that workplace stress or personal issues might be factors. I aimed to communicate the importance of meeting deadlines by emphasizing how her contributions impact team success, creating an emotional connection to the change I sought. I decided to open the conversation by highlighting her strengths and expressing appreciation for her previous contributions, which I believed would foster receptivity. To convey urgency and "the why," I explained how missing deadlines affected the team's workflow and client satisfaction, making the issue tangible and pressing. I anticipated that expressing understanding and collaboratively exploring solutions would encourage her to consider change without feeling defensive.

When I initiated the meeting, I consciously employed active listening and maintained a calm, respectful tone. I shared specific examples of missed deadlines and explained their repercussions, then invited her perspective on the challenges she faced. I offered support, such as helping organize her tasks or sharing time management resources. The plan was to foster a sense of shared responsibility and motivate her towards behavior change by aligning her personal goals with team objectives.

After executing this plan, the conversation went positively. The colleague responded with surprise initially, perhaps not fully realizing the impact of her actions. She expressed appreciation for the respectful manner of the discussion and acknowledged the difficulty she was experiencing balancing her workload. While she did not explicitly commit to immediate changes, she seemed receptive and expressed a desire to improve. Her response indicated some resistance, likely due to feeling caught off guard, but overall, she appeared appreciative and willing to consider adjustments.

In reflecting on the experience, I felt somewhat nervous beforehand, concerned about potentially damaging our working relationship or eliciting defensiveness. My greatest fear was that my request would be perceived as criticism or that it might create friction. However, I also believed that approaching with empathy and a focus on shared goals would mitigate these risks. Post-discussion, I felt relief but also awareness of the importance of ongoing support to facilitate change.

Given her response, I believe she is motivated to follow through, but success will depend on consistent encouragement and her perceived ability to meet the expectations. Building on this, I could have increased the likelihood of success by offering specific, achievable steps and scheduling follow-up meetings to review progress. It’s crucial to create a supportive environment that reinforces commitment and provides accountability.

Personally, when someone asks me to do something differently, I tend to respond with initial defensiveness or discomfort, especially if I perceive the request as criticism. Over time, I’ve learned to reflect on the intent behind such questions and to see them as opportunities for growth. I usually appreciate constructive feedback if delivered respectfully and clearly. My response is often more open when the request aligns with my goals or if the person making the request demonstrates understanding and offers assistance.

This experience has highlighted the importance of effective communication, empathy, and strategic planning when attempting behavioral change within organizational settings. Approaching the conversation with a focus on shared goals, emotional engagement, and genuine support significantly influences the receptiveness of the other person. Understanding one’s own emotional response and managing it thoughtfully are also vital components of successful change initiatives.

References

• Burnes, B. (2017). Organizational change (4th ed.). Pearson.
• Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page.
• Harvard Business Review. (2019). How to lead change management. Harvard Business Publishing.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and change processes. Human Relations, 1(1), 5-41.
• Prochaska, J. O., & DiClemente, C. C. (1983). Stages and processes of self-change of smoking: Toward an integrative model of change. Journal of Consulting and Clinical Psychology, 51(3), 390-395.
• Schaffer, R. H. (2013). An idea and an action: A new approach to organizational change. IBM Systems Journal, 52(3), 397-410.
• Appreciative Inquiry Commons. (2020). Appreciative Inquiry: Change management strategy. Retrieved from https://appreciativeinquiry.champlain.edu
• Kotter, J. P. (1996). Leading change. Harvard Business School Press.
• Gilley, A., Gilley, J. W., & McMillan, H. S. (2009). Organizational change: Motivation, resistance, and success. Journal of Change Management, 9(2), 159-171.