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MGT521-M5C3-Critical Thinking: Engaging the Organization in the Change Process

Description

I need help completing a discussion board post for my Management course (Managing Dynamic Environment). Below are the exact requirements provided by my instructor:

Description:

This module offers several fundamental lessons that can determine an organization’s and an employee’s success, beginning with the notion and practice of ethics. Ethics is a sense of right and wrong conduct, and organizations that develop strategic and change management plans that are not ethically sound may not achieve their goals.

As we move through this module, consider the ramifications related to unethical conduct that some companies have experienced. Also consider how that conduct could have been avoided by applying some of the lessons learned in this module. Moreover, assess how an organization can communicate more effectively with its stakeholders, and how that communication can affect the collaboration and teamwork that is necessary throughout organizations.

Learning Outcomes:

Appraise the various forces that influence organizational stakeholders to participate and engage in the change process.
Develop a communication plan that persuades stakeholders to understand and support the organizational change process.

———Instructions———

Turning Around Cote Construction Company Case Study

Read the “Turning Around Cote Construction Company” found at the end of Chapter 9 and follow these steps before answering the case study questions. In order to answer the case study questions, you will apply the Change Path Model from Chapter 9 to the Cote Construction Company case.

A case study is a puzzle to be solved, so before reading and answering the specific questions, develop your proposed solution by following these five steps:

Read the case study to identify the key issues and underlying issues. These issues are the principles and concepts of the course module, which apply to the situation described in the case study.
Record the facts from the case study which are relevant to the principles and concepts of the module. The case may have extraneous information not relevant to the current module. Your ability to differentiate between relevant and irrelevant information is an important aspect of case analysis, as it will inform the focus of your answers.
Describe in some detail the actions that would address or correct the situation.
Consider how you would support your solution with examples from experience or current real-life examples or cases from textbooks.
Complete this initial analysis and then read the discussion questions. Typically, you will already have the answers to the questions but with a broader consideration. At this point, you can add the details and/or analytical tools required to solve the case.

Case Study Questions:

What problems should he tackle first? Which were operational and which were organizational? What timeline should he establish?
How should he consider the people in the company? What should he ask them? How should he approach them to solicit their ideas for the turnaround?
How should he deal with Felix? Should he allow him to continue as head of Equipment and Operations? Should he sideline Felix and formally reduce his authority at Cote Construction? Would it, in fact, be a relief to employees to know that Felix no longer played a role in the company?

Assignment Requirements:

Your well-written paper should meet the following requirements:

Length: The paper should be Six-to-Eight Pages in length (6-8), excluding the title and reference pages.
Formatting: Follow academic writing standards and APA style guidelines.
Sources & Citations: Support your submission with course material concepts, principles, and theories from the textbook and at least Four (4) scholarly, peer-reviewed journal articles. Proper APA citation is required.
Originality Check: You are strongly encouraged to check all assignments for originality using Turnitin before submission.
Plagiarism Policy: Plagiarism is NOT tolerated. Plagiarism is strictly prohibited. Assignments with more than 15% similarity to existing work will receive a zero. Repeated offenses may lead to termination.
Grading Rubric: Review the grading rubric to understand how your assignment will be evaluated.
Course Alignment: Ensure your discussion incorporates textbook concepts, principles, and theories, aligning with class lectures and avoiding the use of advanced material not yet covered in the course.
Discuss the concepts, principles, and theories from your textbook. Be sure to cite the textbook and use the lectures provided so that the analysis aligns with the material we’ve covered so far in the course.

Required Readings:

Chapter 9 in Organizational Change: An Action-Oriented Toolkit
Weerda, K. (2021, October 7). Future-proofing the organization the ‘helix’ way. Retrieved from McKinsey & Company:

Module 12 PowerPoint Presentation

Note: I’ve attached the slides for the relevant chapter, grading rubric, and the book below (https://www.dropbox.com/scl/fi/dv3d0j8a714koe9jyweft/Organizational-Change-An-Action-Oriented-Toolkit-4th-Edition.pdf?rlkey=7svxsdybnkod30ww6r1z9987i&st=jfbjd0ea&dl=0).

Instructor Expectations:

Please ensure you dedicate your utmost effort and attention to detail when completing this task. The instructor places a strong emphasis on proper citation and substantive analysis that extends beyond simply answering the questions. Your work should demonstrate depth, originality, and critical thinking by introducing new insights and supporting arguments with thorough research.

The instructor maintains high academic standards and expects students to consistently strive for excellence. Your assignment should reflect the following:

Comprehensive Use of Sources:
- Incorporate textbook theories, concepts, and at least three (3) peer-reviewed journal articles to support your analysis.
- Proper APA citation is essential to demonstrate deep engagement with the material.
Substantial Analysis:
- Move beyond surface-level responses by providing insightful, well-developed arguments.
- Offer unique perspectives and link theories to practical examples to enhance your discussion.
Attention to Detail:
- Ensure your writing is clear, polished, and well-organized.
- Adhere to the required page count and APA formatting guidelines.
Avoid vague terms:
Refrain from using words like “many,” “most,” or “some” unless they are absolutely true and backed by evidence. Ensure specificity in your statements.
Incorporate diverse sources:
Enhance your paper by including citations from various sources such as videos, movies, interviews, or other multimedia resources to enrich your arguments.
Strong introduction and thesis:
- Craft a compelling “zinger” (introductory sentence) and a clear thesis.
- These are crucial for quickly capturing your audience’s interest.
Integration of course learnings:
- Apply what you’ve learned throughout the course effectively.
- Define the problem, conduct thorough research, present your perspective clearly, and maintain focus in your paper.
Enhance your conclusion:
- Summarize key concepts effectively.
- Include a strong quotation or statistic to reinforce your message and create a lasting impression on your reader.

This assignment is not just about fulfilling a requirement—it is an opportunity to showcase academic excellence.

Additionally, your performance on this assignment will significantly influence my decision to collaborate with you on future coursework throughout my academic journey.

Chapter 9:
Action Planning and Implementation

Chapter Overview
•

Change leaders have a “do it” attitude. Without action,
nothing happens

•

Action planning involves planning the work and
working the plan. “Right” decisions = approximately
right, as you gain feedback and learn as you go

•

Action planning sorts out who does what, when, and
how and tracks progress to promote learning and
adaptation

•

Tools to help you manage the process are discussed

•

Successful change agents effectively engage others in
the journey, develop detailed communication plans and
the transition

The Change Path Model
Awakening
Chapter 4
•

Mobilization
Chapters 5 through 8

•
•
•

Implementation planning
that engages and
empowers others
Action planning tools
Communications planning
Managing the transition
and after-action review

Acceleration
Chapter 9

Institutionalization
Chapter 10
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

3 Approaches to Decision Making and
Action Taking
• Thinking First
• when the issue is clear and the context structured

• Seeing First
• when many elements have to be combined into
creative solutions, commitment is key and
communication across boundaries is essential. People
need to see the whole before becoming committed.

• Doing First
• when situation is novel and confusing, complicated
specifications would get in the way and a few simple
rules can help people move forward
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

3 Generic Change Strategies
Change Type

Programmatic
Change

Discontinuous
Change

Emergent
Change

Characteristic

Implementation

Pitfalls

Missions, plans,
objectives

Training,
timelines,
steering
committees

Lack of focus on
behavior, one
solution for all,
inflexible
solutions

Initiated from top,
clear break,
reorientation

Decrees,
structural
change,
concurrent
implementation

Political
coalitions derail
change, weak
controls, stress
from the loss of
people

Ambiguous,
incremental and
challenging

Use of
metaphors,
experimentation,
and risk taking

Confusion over
direction,
uncertainty, and
possible slow
results

Working Your Plan
• Mobilize commitment to change through joint diagnosis of business
problems
• Develop a shared vision of how to organize and manage for
competitiveness
• Foster consensus for the new vision, competence to enact it, and
cohesion to move it along
• Spread revitalization to all departments without pushing it from the
top
• Institutionalize revitalization through formal policies, systems, and
structures
• Monitor and adjust strategies in response to problems in the
revitalization process
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Working Your Plan

1. Think of a change situation you are familiar with.
Return to Table 9.1 and consider whether it is a:
a) Programmatic change
b) Discontinuous change
c) Emergent change

2. How well was it handled? Was the appropriate
approach or should it have been handled
differently?

Steps to Effective Change—Beer et al.’s Six Steps
1.

Mobilize commitment through joint diagnosis

Develop a shared vision

Foster consensus for the new vision,
competence to enact it, and cohesion to move
it along

Spread revitalization to all departments without
pushing it from the top

Institutionalize revitalization through formal
policies, systems, and structures

Monitor and adjust strategies as you go

Jick’s Ten Commandments
1. Analyze the organization and its need for change
2. Create a vision and a common direction
3. Separate from the past
4. Create a sense of urgency
5. Support a strong leader role
6. Line up political sponsorship
7. Craft an implementation plan
8. Develop enabling structures
9. Communicate, involve people, and be honest
10. Reinforce and institutionalize change

Kotter’s Eight-Stage Process
1. Establish a sense of urgency
2. Create a guiding coalition
3. Develop a vision and strategy
4. Empower broad-based action

5. Communicate the change vision
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Anchor new approaches in the culture

Lueck’s Seven Steps for Change
• Identify the leadership

• Focus on results, not activities
• Start change at the periphery, then let it spread to
other units, pushing it from the top
• Institutionalize success through formal policies,
systems, and structures

• Monitor and adjust strategies in response to
problems in the change process

“No Plan Survives First Contact”
• While it is critical to plan and anticipate,
planning is a means not an end.
• Don’t ignore vital emerging information
just because it does not fit with carefully
conceived plans.
• Contingencies and alternative ways of
approaching change are important
contributors to enhanced adaptive
capacity.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Action Planning Tools
1.

To Do Lists—A checklist of things to do

Responsibility Charting—Who will do what,
when, where, why, and how

Contingency Planning—Consideration of
what should be done when things do not
work as planned on critical issues. Tools to
aid with this include decision tree analyses
and scenario analyses

Flow Charting

Action Planning Tools (cont.)
5.

Design Thinking

Surveys and Survey Feedback

Project Planning and Critical Path Methods for
Scheduling

Tools that assess outcomes and stakeholders
(discussed in Ch. 6), including:
a)Commitment Charts
b)The Adoption Continuum (AIDA)
c) Cultural Mapping

Action Planning Tools (cont.)

Leverage Analysis

10. Training and Development Tools
11. Diverse Change Approaches

Responsibility Charting
Decisions
or Actions
to be Taken

Action 1

Responsibilities

Susan

Ted

Sonja

For meeting on Jan 14

May 24

Draft Plan by Feb 17
Action by July 22

Action 2
Action 3

Relevant Dates

Etc…
Coding:
R = Responsibility (not necessarily authority)
A = Approval (right to veto)
S = Support (put resources toward)
I = Inform (to be consulted before action)

Project Planning
Example 1
Opportunity
Identification
Concept
Development
Product Design
Process Design
Commercial
Production
Opportunity
Identification

Cycle
Time

Concept
Development
Product Design
Process Design
Example 2

Schilling & Hill, 1998

Commercial
Production

Organizing task to
allow for parallel
processes to occur has
been shown to save
time.

Level of Commitment to Action
LOW

• Opposed to the Change
• Neutral to the Change

• Let It Happen (weak support)
• Help It Happen
• Make It Happen
HIGH
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Stage of Adoption
• Awareness
• Becoming altered to the existence of something new,
such as a product, service, or procedure

• Interest
• A growing inquisitiveness about the nature and benefits
of the new idea

• Desire/Appraisal
• Studying strengths and weaknesses of new idea and its
application to their area, followed by small-scale testing

• Action/Adoption
• Incorporating the new idea as part of the resources the
adopter brings to their job

Crossing the Adoption Chasm

The Chasm or
Tipping Point of
Support That Needs
to be Crossed

Innovators
Early
Majority
Early
Adopters

Laggards
Late
Majority

Commitment Chart
Level of Commitment
Key
Players

Person1

Opposed
Strongly
to Weakly

Neutral

Let It
Happen

→O

→

Make It
Happen

Med
X

Person 2
Person 3

Help It
Happen

Level of
Understanding
(high, med, low)

→O

High
Low

Etc…

Mapping People on the Adoption Curve

Key Players
Aware

Person1

Interested

Desire for
Action

→O
X

Person 2
Person 3

Moving to
Action or
Adopting the
Change

→

→O

Etc…

Action Planning Checklist
✓

Is the action plan consistent with the analysis, vision, and
objectives?

✓

Is your action plan realistic, given your influence, and the
resources likely to be available to you?

✓

Are you and your team committed, and do have the
competence and credibility to implement the action steps?
If not, how will you address this?

✓

Is the plan time-sequenced in logical order?

✓

Is it clear who will do what, when, where, and how?

✓

What are the milestones and the probability of success at
each step? Have you anticipated secondary
consequences of your actions?

Action Planning Checklist (cont.)
✓ Have you anticipated possible secondary
consequences and lagging impacts your plans may
have?
✓ Have you developed contingencies for risk areas and
for how to proceed if things go better or differently than
anticipated?
✓ Who does your plan rely on? Are they “on-side”? If not,
what will it take to bring them “on-side”?
✓ Does your action plan take into account the concerns of
stakeholders and possible coalitions they might form?
✓ Who (and what) could seriously obstruct the change?
How will you manage them?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Communication Needs for Different
Phases in the Change Process
Pre-Approval
Phase

Developing the
Need for Change
Phase

Communication Communication
plans to sell top plans to explain
management
the need for
change, provide a
rationale,
reassure
employees, and
clarify the steps in
the change
process.

Mid Stream
Change Phase

Confirming the
Change Phase

Communication
plans to inform
people of progress
and to obtain
feedback on
attitudes and
issues, to
challenge any
misconceptions,
and to clarify new
organizational
roles, structures,
and systems.

Communication
plans to inform
employees of the
success, to
celebrate the
change, and to
prepare the
organization for
the next change.

Communicating for Change

1. Message and media redundancy are key for message
retention. Carefully consider the impact and use of social
media and how others affected may use it
2. Face-to-face communication is most effective

3. Line authority is effective in communications
4. The immediate supervisor is key
5. Opinion leaders need to be identified and used
6. Employees pick up and retain personally relevant
information more easily than other types of information

Influence Strategies for Change
1. Education and communication
2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
5. Manipulation and co-option

6. Explicit and implicit coercion
7. Systemic adjustment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 9.2—Action Plans for
Influencing Reactions to Change
1. Which of the following strategies have you seen used to
overcome resistance to action plans?
a. Education and communication?
b. Participation and involvement?
c. Facilitation and support?
d. Negotiation and agreement?
e. Manipulation and co-optation?
f. Explicit and implicit coercion?
g. Systemic adjustments?

2. What were the consequences of the methods?
3. Which of these methods are you most comfortable with
using? Which do you have the skills to use?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 9.3 (cont.)
Additional Lenses on Influence Tactics
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.

Inspirational appeals
Consultation: seeking the participation of others
Relying on the informal system: existing norms and
relationships
Personal appeals: friendship, loyalty
Ingratiation: praise, flattery, friendliness
Rational persuasion: using data
Exchange or reciprocity
Coalition building
Using rules or legitimating tactics
Appeals to higher authorities

– Which of the above have you used? How successful were
they?
– How comfortable are you with each method?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Push and Pull Tactics
• Push Tactics
• Use of facts, logic, and/or pressure
(e.g., use of guilt and fear) to push
people toward the change
• Pull Tactics
• Inspirational appeals and other
influence tactics designed to attract and
pull people toward the change

Implementation Tactics and Success

Tactic

Percentage
Use

Initial
Adoption
Rate

Ultimate
Adoption
Rate

Time to
Adopt
(months)

Intervention

16%

100%

82%

11.2

Participation

19.0

Persuasion

20.0

Edict

21.5

A Checklist for Change: Transition Management
Transition Management: managing the implementation
of the change project
✓

How will the organization continue to operate as it shifts
from one state to the next?

✓

Who will answer questions about the proposed change?
What decision power will they have?

✓

Do the people in charge of the transition have the
appropriate authority to make decisions necessary to ease
the change?

✓

Have we developed ways to reduce the anxiety created by
the change and increase the positive excitement over it?

A Checklist for Change: Transition Management (cont.)
✓ Have we worked on developing a problem-solving climate
around the change process?
✓ Have we thought through the need to communicate the
change? Who needs to be seen individually? Which
groups need to be seen together? What formal
announcement should be made?
✓ Have the people handling the transition thought about
how they will capture the learning from the change
process and share it?
✓ Have we thought about how we will measure and
celebrate progress and how we will bring about closure
to the project and capture the learning so it is not lost
(after-action review)?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

What Makes for a Good Action Plan?
1. It can be done!

2. Organized as a timed sequence of
conditional moves
3. Responsibility charts: who does what,
when, why, how?
4. Measures and Outcomes are specified

5. The plan is consistent with analysis and
objectives

What Makes for a Good Action Plan? (cont.)
6. Resources are available: money and people
7. Real “buy in” is there—involvement and
public commitment, coalitions are
considered

8. Early positives exist to help build
momentum
9. Most importantly, you have the Vision and
Goals needed to guide you in the right
direction
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Summary
• “Doing it” demands a good plan and a committed
team who will work that plan

• Several strategies for approaching change and
planning the work are discussed. Change agents,
like good coaches, adjust as they go
• Action planning tools are discussed
• Effective action planning and implementation
requires careful attention to communication and
transition management
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Chapter 9:
Action Planning and Implementation

Chapter Overview
•

Change leaders have a “do it” attitude. Without action,
nothing happens

•

Action planning involves planning the work and
working the plan. “Right” decisions = approximately
right, as you gain feedback and learn as you go

•

Action planning sorts out who does what, when, and
how and tracks progress to promote learning and
adaptation

•

Tools to help you manage the process are discussed

•

Successful change agents effectively engage others in
the journey, develop detailed communication plans and
the transition

The Change Path Model
Awakening
Chapter 4
•

Mobilization
Chapters 5 through 8

•
•
•

Implementation planning
that engages and
empowers others
Action planning tools
Communications planning
Managing the transition
and after-action review

Acceleration
Chapter 9

Institutionalization
Chapter 10
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

3 Approaches to Decision Making and
Action Taking
• Thinking First
• when the issue is clear and the context structured

3 Generic Change Strategies
Change Type

Programmatic
Change

Discontinuous
Change

Emergent
Change

Characteristic

Implementation

Pitfalls

Missions, plans,
objectives

Training,
timelines,
steering
committees

Lack of focus on
behavior, one
solution for all,
inflexible
solutions

Initiated from top,
clear break,
reorientation

Decrees,
structural
change,
concurrent
implementation

Political
coalitions derail
change, weak
controls, stress
from the loss of
people

Ambiguous,
incremental and
challenging

Use of
metaphors,
experimentation,
and risk taking

Confusion over
direction,
uncertainty, and
possible slow
results

Working Your Plan

1. Think of a change situation you are familiar with.
Return to Table 9.1 and consider whether it is a:
a) Programmatic change
b) Discontinuous change
c) Emergent change

2. How well was it handled? Was the appropriate
approach or should it have been handled
differently?

Steps to Effective Change—Beer et al.’s Six Steps
1.

Mobilize commitment through joint diagnosis

Develop a shared vision

Foster consensus for the new vision,
competence to enact it, and cohesion to move
it along

Spread revitalization to all departments without
pushing it from the top

Institutionalize revitalization through formal
policies, systems, and structures

Monitor and adjust strategies as you go

Kotter’s Eight-Stage Process
1. Establish a sense of urgency
2. Create a guiding coalition
3. Develop a vision and strategy
4. Empower broad-based action

5. Communicate the change vision
6. Generate short-term wins
7. Consolidate gains and produce more change
8. Anchor new approaches in the culture

Lueck’s Seven Steps for Change
• Identify the leadership

• Monitor and adjust strategies in response to
problems in the change process

Action Planning Tools
1.

To Do Lists—A checklist of things to do

Responsibility Charting—Who will do what,
when, where, why, and how

Contingency Planning—Consideration of
what should be done when things do not
work as planned on critical issues. Tools to
aid with this include decision tree analyses
and scenario analyses

Flow Charting

Action Planning Tools (cont.)
5.

Design Thinking

Surveys and Survey Feedback

Project Planning and Critical Path Methods for
Scheduling

Tools that assess outcomes and stakeholders
(discussed in Ch. 6), including:
a)Commitment Charts
b)The Adoption Continuum (AIDA)
c) Cultural Mapping

Action Planning Tools (cont.)

Leverage Analysis

10. Training and Development Tools
11. Diverse Change Approaches

Responsibility Charting
Decisions
or Actions
to be Taken

Action 1

Responsibilities

Susan

Ted

Sonja

For meeting on Jan 14

May 24

Draft Plan by Feb 17
Action by July 22

Action 2
Action 3

Relevant Dates

Etc…
Coding:
R = Responsibility (not necessarily authority)
A = Approval (right to veto)
S = Support (put resources toward)
I = Inform (to be consulted before action)

Project Planning
Example 1
Opportunity
Identification
Concept
Development
Product Design
Process Design
Commercial
Production
Opportunity
Identification

Cycle
Time

Concept
Development
Product Design
Process Design
Example 2

Schilling & Hill, 1998

Commercial
Production

Organizing task to
allow for parallel
processes to occur has
been shown to save
time.

Level of Commitment to Action
LOW

• Opposed to the Change
• Neutral to the Change

• Let It Happen (weak support)
• Help It Happen
• Make It Happen
HIGH
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Stage of Adoption
• Awareness
• Becoming altered to the existence of something new,
such as a product, service, or procedure

• Interest
• A growing inquisitiveness about the nature and benefits
of the new idea

• Desire/Appraisal
• Studying strengths and weaknesses of new idea and its
application to their area, followed by small-scale testing

• Action/Adoption
• Incorporating the new idea as part of the resources the
adopter brings to their job

Crossing the Adoption Chasm

The Chasm or
Tipping Point of
Support That Needs
to be Crossed

Innovators
Early
Majority
Early
Adopters

Laggards
Late
Majority

Commitment Chart
Level of Commitment
Key
Players

Person1

Opposed
Strongly
to Weakly

Neutral

Let It
Happen

→O

→

Make It
Happen

Med
X

Person 2
Person 3

Help It
Happen

Level of
Understanding
(high, med, low)

→O

High
Low

Etc…

Mapping People on the Adoption Curve

Key Players
Aware

Person1

Interested

Desire for
Action

→O
X

Person 2
Person 3

Moving to
Action or
Adopting the
Change

→

→O

Etc…

Action Planning Checklist
✓

Is the action plan consistent with the analysis, vision, and
objectives?

✓

Is your action plan realistic, given your influence, and the
resources likely to be available to you?

✓

Are you and your team committed, and do have the
competence and credibility to implement the action steps?
If not, how will you address this?

✓

Is the plan time-sequenced in logical order?

✓

Is it clear who will do what, when, where, and how?

✓

What are the milestones and the probability of success at
each step? Have you anticipated secondary
consequences of your actions?

Communication Needs for Different
Phases in the Change Process
Pre-Approval
Phase

Developing the
Need for Change
Phase

Communication Communication
plans to sell top plans to explain
management
the need for
change, provide a
rationale,
reassure
employees, and
clarify the steps in
the change
process.

Mid Stream
Change Phase

Confirming the
Change Phase

Communication
plans to inform
people of progress
and to obtain
feedback on
attitudes and
issues, to
challenge any
misconceptions,
and to clarify new
organizational
roles, structures,
and systems.

Communication
plans to inform
employees of the
success, to
celebrate the
change, and to
prepare the
organization for
the next change.

Communicating for Change

1. Message and media redundancy are key for message
retention. Carefully consider the impact and use of social
media and how others affected may use it
2. Face-to-face communication is most effective

Influence Strategies for Change
1. Education and communication
2. Participation and involvement
3. Facilitation and support
4. Negotiation and agreement
5. Manipulation and co-option

6. Explicit and implicit coercion
7. Systemic adjustment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 9.3 (cont.)
Additional Lenses on Influence Tactics
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.

Implementation Tactics and Success

Tactic

Percentage
Use

Initial
Adoption
Rate

Ultimate
Adoption
Rate

Time to
Adopt
(months)

Intervention

16%

100%

82%

11.2

Participation

19.0

Persuasion

20.0

Edict

21.5

A Checklist for Change: Transition Management
Transition Management: managing the implementation
of the change project
✓

How will the organization continue to operate as it shifts
from one state to the next?

✓

Who will answer questions about the proposed change?
What decision power will they have?

✓

Do the people in charge of the transition have the
appropriate authority to make decisions necessary to ease
the change?

✓

Have we developed ways to reduce the anxiety created by
the change and increase the positive excitement over it?

What Makes for a Good Action Plan?
1. It can be done!

2. Organized as a timed sequence of
conditional moves
3. Responsibility charts: who does what,
when, why, how?
4. Measures and Outcomes are specified

5. The plan is consistent with analysis and
objectives

What Makes for a Good Action Plan? (cont.)
6. Resources are available: money and people
7. Real “buy in” is there—involvement and
public commitment, coalitions are
considered

Summary
• “Doing it” demands a good plan and a committed
team who will work that plan

Name

CT_Rubric_100

Description

100 Points

Rubric Detail
Levels of Achievement
Criteria

Exceeds Expectation

Meets Expectation

Some Expectations

Unsatisfactory

Content

33 to 35 points

29 to 32 points

26 to 28 points

0 to 25 points

Demonstrates
substantial and
extensive knowledge of
the materials, with no
errors or major
omissions.

Demonstrates adequate
knowledge of the
materials; may include
some minor errors or
omissions.

Demonstrates fair
knowledge of the materials
and/or includes some
major errors or omissions.

Fails to demonstrate
knowledge of the
materials and/or
includes many major
errors or omissions.

33 to 35 points

29 to 32 points

26 to 28 points

0 to 25 points

Provides strong thought,
insight, and analysis of
concepts and
applications.

Provides adequate
thought, insight, and
analysis of concepts and
applications.

Provides poor though,
insight, and analysis of
concepts and applications.

Provides little or no
thought, insight, and
analysis of concepts and
applications.

15 to 15 points

13 to 14 points

11 to 12 points

0 to 10 points

Sources go above and
beyond required criteria
and are well chosen to
provide effective
substance and
perspectives on the
issue under
examination.

Sources meet required
criteria and are
adequately chosen to
provide substance and
perspectives on the issue
under examination.

Sources meet required
criteria but are poorly
chosen to provide
substance and perspectives
on the issue under
examination.

Source selection and
integration of knowledge
from the course is clearly
deficient.

15 to 15 points

13 to 14 points

11 to 12 points

0 to 10 points

Project is clearly
organized, well written,
and in proper format as
outlined in the
assignment. Strong
sentence and paragraph
structure, contains no
errors in grammar,
spelling, APA style, or
APA citations and
references.

Project is fairly well
organized and written
and is in proper format as
outlined in the
assignment. Reasonably
good sentence and
paragraph structure, may
include a few minor
errors in grammar,
spelling, APA style, or APA
citations and references.

Project is poorly organized
and written and may not
follow proper format as
outlined in the assignment.
Inconsistent to inadequate
sentence and paragraph
development, and/or
includes numerous or
major errors in grammar,
spelling, APA style or APA
citations and references.

Project is not organized
or well written and is not
in proper format as
outlined in the
assignment. Poor quality
work; unacceptable in
terms of grammar,
spelling, APA style, and
APA citations and
references.

Analysis

Sources

Demonstrates
college-level
proficiency in
organization,
grammar and
style.

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