1. Why is vision essential to facilitating successful change in an organization? What is the correlation between a leader’s role/vision and a successful change initiative? Describe a vision that you have seen/heard/read/viewed that you felt inspired successful change. How did this vision influence people’s behavior and attitudes toward a major change initiative? 2. According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. Discuss the relevance of this statement for organizations growing and responding to change. What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns? 3. Compare and contrast two different change models. What leadership approach would you use to implement your preferred model? Why? 4. What is “disruptive change,” and how is this different from “incremental change?” How does disruptive change affect an organization? Provide an example.
The Aspect of Change
The Aspect of Change
Vision is essential to facilitating successful change in an organization because it gives the organization a direction of where the company is headed to and it gives employees and other stakeholders a motivation to keep on working. When a leader sets a strong vision, it helps them develop perseverance through obstacles in the daily operations of the organization. Lastly, vision provides focus and it gives people a meaning of what they are doing. There is a strong correlation between a leaders role and a successful change initiative because the leader acts as a role model, a sponsor and makes decisions governing the organization (Thompson, 2018). They are also held accountable for all activities in the organization as well as they engage and communicate to different people in the change initiative. Mayo clinic has a vision of providing a unparalleled experience as the most trusted partner for healthcare. This vision has spearheaded the provision of quality rather than quantity services.
According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. This is a very accurate statement that organizations more so the growing ones and organizations that are responding to change need to take into consideration. By showing people a truth that influences their feelings, it influences their cognition ad emotion leading to a successful change (Burke, 2017). By inspiring feelings, emotions and cognition, it gives employees and other stakeholders a direct urge and motivation to work towards achieving the set change. On the other hand, inspiring change by an analysis only makes people feel like they are being pushed and they do not own up the change process making it difficult for the change to be successful. When feelings are the primary basis for the concern, a leader should honor stakeholder concerns by actively communicating with them, soliciting their opinions and considering them when planning the change.
An organization can use either the Lewin’s Change Management model or the McKinsey 7s model. The Lewin’s change model clearly states that people tend to operate within certain zones of safety. The model comprises of three stages. First, unfreeze by making people accept the change. It involves overcoming resistance to change. Secondly, the transition stage whereby once a change is initiated the company gives itself time to adapt (Kelman, 2017). The last stage is to refreeze whereby after a change has been accepted; the company accepts the change and works under the new guidelines. On the other hand, McKinsey’s seven models involve the seven factors of change; shared values, strategy, structure, systems, style, staff and skills. Of the two models, I would prefer the Lewin’s change model because it is easy to use and all employees can easily adapt to it though it is time consuming. McKinsey’s 7s model is disadvantageous because changes are easily ignored, the model is quite complex and it has a high incidence of failure.
Disruptive change is described as a non-localized future and irreversible change which affects a certain portion of an industry. On the other hand, incremental change is a small change that is made towards a targeted result. While disruptive change is irreversible, incremental change is reversible. Besides, while incremental change targets at making improvements in order to improve efficiency, disruptive change targets at re-inventing and facing challenges (Al-Haddad & Kotnour, 2015). Moreover, whereas incremental change takes place over a period of time, disruptive change takes place instantly. Disruption requires that other people in the industry adapt the new changes. Incremental change does not call for this. It instead affects the organization making the change only. An example of a disruptive change is changing to Electronic Health Records from manual recording. The change is irreversible and affects the reception portion of the healthcare industry as they have to do away with paperwork and adapt keeping records electronically.
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a
model for successful change. Journal of Organizational Change Management, 28(2), 234-262.
Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.
Kelman, H. C. (2017). Processes of opinion change. In Attitude change (pp. 205-233).
Thompson, M. (2018). Cultural theory. Routledge