Topic Change Plan And Steps - Format, Length, And APA Style

Topicchange Plan And Stepsformatlength2 3 Pages Apa Format Must R

Develop a comprehensive change plan for implementing a policy change regarding hiring practices at EC, considering the decision to potentially give first preference to American wounded veterans and/or qualified individuals with disabilities. The plan should include well-structured steps for clarifying the policy, the order of implementation, and methods for effective change management. Also, provide a justification for why these steps and their sequence are appropriate to ensure successful change. Support your approach with relevant course materials and properly formatted APA in-text citations and references.

Paper For Above instruction

In today’s dynamic business environment, effective change management is essential for organizations seeking to adapt policies that respect core values while expanding operational capabilities. The case of EC's proposed shift in hiring practices—specifically, moving from a policy exclusively favoring American wounded veterans to a more inclusive approach that also considers qualified individuals with disabilities—demonstrates the importance of strategic planning in implementing organizational change. This paper details a structured change plan designed to facilitate this policy adjustment, emphasizing clarity, stakeholder engagement, and effective communication, supported by relevant change management theories and course materials.

Step 1: Clarify and Define the Policy Change

The first step involves explicitly articulating the new policy parameters. This includes engaging Dwight and Ike to define the scope of the change, such as whether to prioritize American veterans or adopt a truly inclusive hiring standard that considers qualified individuals with disabilities regardless of nationality. Clarifying the rationale behind the change—emphasizing diversity, inclusion, and customer support—helps create a shared understanding among stakeholders. According to Lewin’s Change Model (Lewin, 1947), unfreezing current behaviors requires clear communication of the need for change, thereby reducing resistance and aligning organizational members with the new vision.

Step 2: Communicate the Change and Engage Stakeholders

Effective communication is vital for reducing uncertainty and gaining buy-in. The change leaders should develop a communication plan that transparently explains the reasons for the policy shift, the benefits, and how it aligns with organizational core values. Engaging stakeholders—employees, managers, and possibly customers—early in the process fosters trust and helps identify potential issues or resistance points (Kotter, 1998). As Kotter emphasizes, creating a guiding coalition and communicating the vision are crucial steps for successful change initiatives.

Step 3: Develop Implementation Strategies and Training

Next, develop detailed strategies for implementing the new hiring policy. This includes updating recruitment procedures, conducting training sessions for hiring managers to recognize biases, and establishing evaluation metrics to monitor the adoption of the new policy. Change agents should utilize Lewin’s model again, moving to the change phase by actively modifying recruitment practices and providing support systems to ensure smooth integration. According to Prochaska and DiClemente’s Transtheoretical Model (1983), staged approaches—such as awareness, preparation, and action—facilitate sustainable change.

Step 4: Pilot the Policy and Gather Feedback

Before full-scale implementation, piloting the policy in select departments allows for real-time assessment and adjustment. Feedback collected during this phase helps identify unforeseen issues and provides data for continuous improvement. This iterative process aligns with Kolb’s Experiential Learning Theory (Kolb, 1984), emphasizing learning through experience, reflection, and adaption.

Step 5: Implement Organization-wide and Monitor Progress

Following successful piloting, the policy should be rolled out organization-wide. Continuous monitoring through surveys, performance metrics, and stakeholder check-ins ensures adherence and identifies areas needing reinforcement. Regular communication and transparency facilitate maintaining momentum and embedding the change into organizational culture (Hiatt, 2006). It is essential to recognize and celebrate early wins to sustain motivation.

Justification of the Approach

The order of these steps—clarification, communication, development, piloting, and organization-wide implementation—follows established change management frameworks, such as Kotter’s 8-Step Process (Kotter, 1998) and Lewin’s model, emphasizing preparedness, participation, and reinforcement. This sequence ensures that stakeholders are involved early, resistance is minimized, and the change is embedded sustainably. Moreover, piloting provides a controlled environment for fine-tuning strategies, increasing the likelihood of success when scaled across the organization.

Why These Steps Will Lead to Successful Change

This structured, phased approach aligns with principles from change management literature, which highlight the importance of clear communication, stakeholder engagement, feasible pilots, and continuous feedback (Hiatt, 2006; Kotter, 1997). Engaging employees throughout the process fosters ownership and reduces resistance, thereby increasing the likelihood of sustained behavioral change. Additionally, systematic monitoring and reinforcement mechanisms ensure the policy becomes integrated into organizational practices, supporting long-term success.

References

  • Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci.
  • Kotter, J. P. (1998). Leading Change. Harvard Business Review Press.
  • Kotter, J. P. (1997). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.
  • Kolb, D. A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Prentice-Hall.
  • Lewin, K. (1947). Frontiers in Group Dynamics: Concept, Method and Reality in Social Science; Social Equilibria and Social Change. 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.
  • Thompson, L. (2017). Making the Case for Inclusive Hiring. Harvard Business Review.
  • Williamson, I. O., & Sivadas, E. (2020). Implementing Diversity and Inclusion. Journal of Business Ethics, 162, 693–707.
  • Whelan-Berry, K. S., & Somerville, K. A. (2010). Linking Change Drivers and Resistance to Change. Journal of Organizational Change Management, 23(2), 136–159.
  • Yukl, G. (2010). Leadership in Organizations. Pearson Education.

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