Week 7 Discussion Due 8/13/20: How As A Leader You Can A

Week 7 Discussion Due 81320discuss How As A Leader You Can Anticip

Discuss how, as a leader, you can anticipate and overcome resistance to change in your organization. In a well-written response at 2-3 paragraphs in length, supported by this week’s reading (see below links) and, if necessary, any outside sources, post a response to the discussion. Be sure to include any necessary citations and a corresponding reference list. APA format. This week’s reading: 1. 2. 3.

Paper For Above instruction

Effective leadership in organizational change requires a proactive approach to anticipating and overcoming resistance. Resistance to change is a natural human reaction stemming from fear of the unknown, loss of control, or perceived negative impacts on job security (Kotter & Schlesinger, 2008). Leaders must first actively identify potential sources of resistance by engaging with employees, conducting surveys, and observing organizational dynamics. Anticipating resistance involves understanding the concerns and fears employees may harbor and addressing them early in the change process. Open communication is vital; leaders should clearly articulate the reasons for change, its benefits, and how it aligns with organizational goals (Armenakis & Harris, 2009). By fostering transparency and involving employees in decision-making, leaders can reduce uncertainty and build trust, which minimizes resistance.

Overcoming resistance also requires strategic interventions such as providing support and training to ease transitions, recognizing and rewarding adaptation efforts, and implementing gradual changes to allow employees to adjust. Institutionalizing change through policies and culture shifts ensures sustainability and reduces the likelihood of reverting back to old practices. Leaders should also model the desired behaviors and demonstrate commitment to the change initiative, reinforcing credibility. Utilizing change management models like Kotter’s 8-Step Process can help structure strategies: establishing a sense of urgency, forming guiding coalitions, and generating short-term wins (Kotter, 1996). Overall, successful leaders anticipate resistance by understanding human nature, communicate effectively, involve stakeholders, and implement supportive measures, thereby increasing the likelihood of smooth organizational change.

References

  • Armenakis, A. A., & Harris, S. G. (2009). Strategic change: Reinforcing, reshaping, and fostering organizational change. Journal of Change Management, 9(2), 102-119.
  • Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change. Harvard Business Review, 86(7/8), 130-139.
  • Kotter, J. P. (1996). Leading change. Harvard Business School Press.
  • 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.
  • Burnes, B. (2017). Managing change. Pearson Education.
  • Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci Research.
  • Lewis, L. K. (2011). Organizational change: Creating change capability. Journal of Organizational Change Management, 24(5), 644–662.
  • Appelbaum, S. H., Habashy, S., Malo, J.-L., & Shafiq, H. (2012). Back to the future: Reassessing organizational change theory. Journal of Management, 38(1), 24-46.
  • Herold, D. M., & Fedor, D. B. (2008). Change: An Organizational Perspective. Routledge.
  • Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page.

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