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MGT521-M5C2-Critical Thinking: Organizational Change

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:

For the most part, change that personally benefits an individual is typically welcomed. As we review the materials in this week’s module, pay particular attention to strategies and methods that can be utilized to reduce the resistance of employees toward change. Moreover, identify mechanisms where change can be reframed or rebranded to encourage willing participation throughout the organization.

Learning Outcomes:

Critique the factors that block employees from recognizing the need for change.
Determine if, and when, an organization is ready for change.
Evaluate the need for change from multiple organizational perspectives.

———Instructions———

Organizational Change

Each organization has its own background perceptions, ethics, values, history, and ambitions. Therefore, a “one size fits all” change management process may not work in every organization. We must assess and adapt our process to fit the backgrounds and philosophies of each organization.

Given this understanding, we need to research and assess when, and if, an organization is ready for change, and then adopt a process to best facilitate the change process. Choose a Middle Eastern organization at which you are currently working or one in which you are familiar. (If neither is possible, conduct an internet search to identify a Middle Eastern organization which has gone through a transformation process within the last three years.) Then address the following:

Provide a brief summary of the organization (its history, culture, industry, product, and services).
Explain why a change was needed. What is the gap between the present state and the desired future state?
How strong is the need for change?
What is the source of this need? Is it external to the organization?
If the change does not occur, what will be the impact on the organization in the next few years?
Briefly explain if the change process was a success or failure.
Based on what you have learned thus far in the course, evaluate the company’s readiness for change. Were they ready, why or why not? Would you have done anything differently?

Assignment Requirements:

Your well-written paper should meet the following requirements:

Length: The paper should be Six Pages in length (6), 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 Three (3) 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 4 in Organizational Change: An Action-Oriented Toolkit
Organizational Inertia as a Barrier to Change: The Application of Grounded Theory to Understand Organizational Inertia. (2020). Organizational Culture Management, 19(2), 251–280.

Recommended Readings:

Module 4 PowerPoint Presentation
Allen, J. B., Jain, S., & Church, A. H. (2020). Using a pulse survey approach to drive organizational change. Organization Development Review, 52(3), 62-68.

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 4: Building and
Energizing the Need for Change

Chapter Overview
• This chapter asks the question “Why change?”
• A framework for assessing and understanding the need

for change from multiple perspectives is developed
• It describes what makes organizations ready for change
• It outlines how change leaders can create an awareness

for change
• The importance of developing the vision for change is
addressed. It can be a powerful aid in energizing and

focusing action

The Change Path Model
•

Awakening

•

Chapter 4

Mobilization
Chapters 5 through 8

Acceleration
Chapter 9

•
•

Identify the need for
change
Articulate the gap
between current
situation and desired
future state and develop
awareness of need for
change
Develop and disseminate
a powerful vision for
change
Disseminate the vision
through multiple
channels

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

Recognizing the Need for Change Is Not Enough!
• There is no shortage of things needing change
• Recognizing the need for change is not sufficient
• “Why change” is aided by solid analysis of what
needs to change and why its important to expend
resources on this area, but…
• We need to be able to craft a compelling vision of:
• Where we want to go (the desired change)
• Why it is worth the effort

The Need for Change:
Have You Done Your Homework?
• What is your assessment of the need for change and
the important dimensions and issues that underpin it?
• Have you investigated fully the perspectives of internal
and external stakeholders?
• Can the different perspectives be integrated in ways that
offer the possibility for collaborative solutions?

• Have you developed and communicated the need for
change in ways that will heighten readiness and
willingness to change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Develop Your Understanding of the Need
for Change
Develop Your Understanding of
the Need for Change and Create
Awareness and Legitimacy for it

Seek Out &
Make Sense
of External
Data

Seek Out &
Make Sense
of the
Perspectives
of Other
Stakeholders

Seek out &
Make
Sense of
Internal Data

Seek Out &
Assess Your
Personal
Concerns &
Perspectives

Readying an Organization for Change
• Need for change is identified in terms of the gap
between the current state and the desired state
• People must believe that the proposed change is
the right change

• People must believe they can accomplish the
change
• The change is supported by key individuals that
organizational members look to
• “What’s in it for me?” has been addressed
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

A Second Look at Readiness
1.

Leadership viewed as trustworthy by followers

Followers viewed as trustworthy and able to
dissent by leaders

Have capable Champions of Change

Involved middle management

Innovative culture

Accountable culture

Effective communications

Systems thinking

Rate the Organization’s Readiness for Change
Readiness Dimensions:
Previous Change Experience
Score Range (−8 to +4)
Executive Support
Score Range (−3 to +7)
Credible Leadership & Change Agents
Score Range (0 to +11)
Openness to Change
Score Range (−9 to +22)
Rewards for Change
Score Range (−5 to +2)
Measures for Change & Accountability
Score Range (0 to +4)

Score? _________
Score? _________

Score? _________
Score? _________
Score? _________
Score? _________

Rate the Organization’s Readiness for Change
(cont.)
• Total scores can range from −25 to +50
• The higher the score, the more ready the organization
is for change
• Organizations that score below +10 are likely not ready for
change, making change very difficult
• Use scores from each area as a guide to focus your
attention on those low-scoring sections. What could be
done to increase readiness?

• This tool’s purpose is to raise awareness of the
organization’s readiness for change. It is not meant to
be used as a formal research tool!
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Creating Awareness of the Need for Change
•

Create awareness that a crisis is near, or
create a crisis that needs to be addressed

•

Develop a transformational vision for the
change based on compelling values

•

Find a transformational leader to champion
the change

•

Focus on common or shared goals and work
out ways to achieve them

•

Create dissatisfaction with status quo
through information and education

Barriers to Recognizing the Need for Change
(“Active Inertia”)
• Mental models about the world become blinders

• Past successes reinforce existing practices
• Existing values and corporate culture may harden
into dogma

• Leadership practices may impede recognition of
need for change
• Embedded systems and processes can harden into
unquestioned routines and habits
• Existing relationships can become shackles that
impede the ability to respond to a changing
environment
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Groupthink
• Illusion of
invulnerability
• Construct
rationalizations

• Pressure applied to those
who express doubts
about the group’s
position

• Morality of position is
unquestioned

• Self-censorship—
deviations from
consensus are avoided

• Stereotypes—distort
image of other parties

• Illusion of unanimity

• Mind-guards: leaders and
fellow members
protected from adverse
information
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Overcoming Groupthink
• Have the leader play an impartial role
• Actively seek dissenting views. Have members
play the role of devil’s advocate
• Actively discuss and assess the costs, benefits
and risks of diverse alternatives
• Establish a methodical decision-making process
at the beginning
• Ensure an open climate and solicit input from
informed outsiders and experts
• Allow time for reflection and do not mistake silence
for consent
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Value of a Vision for Change

What is Your Experience with
Vision Statements?
• What makes for a good vision statement?
• What is the difference between a vision for
the organization and one for change?
• What does the organization and senior
management want from the vision?

• How much time, energy and resources
should be devoted to creating a vision?
Who should be involved?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

What is a Vision Statement?

It is an attempt to articulate what a desired
future for a company would look like… an
organizational dream. Visions are big
pictures.—Todd Jick

What is a Vision Statement? (cont.)
According to Tichy and Devanna:

It provides a conceptual framework for
understanding the organization’s purpose—the
vision includes a road map
It has emotional appeal with which people can
identify

A vision’s value lies in its ability to guide behavior

What is a Vision Statement? (cont.)

According to Simons:
A vision without task is a dream world,
and task without vision is drudgery.

Approaches to Visions for Change

• Leader-developed vision
• Leader-senior team-developed vision

• Bottom-up visioning

Your Thoughts on Organizational Vision
• How do you think an organization should go
about developing a vision? Bottom up? Top
down?
• To whom should it be communicated? How
should it be communicated?
• When does an organization need to consider or
revisit its vision?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Value of a Vision Is to Guide Behaviour
Good visions are:
• Clear, concise, easily understandable
• Memorable
• Exciting and inspiring
• Challenging
• Excellence-centered

• Stable but flexible
• Implementable and tangible
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Why Is It Necessary to Have a Vision?

• A vision enhances performance measures
• It promotes change and provides a basis for a
strategic plan

• It motivates individuals and facilitates
recruitment

• It establishes a context for decision making

What Is a Useful Vision?
• A useful vision focuses on the future
• Vision integrates three factors:
• Mission: What business are we in? What’s our
reason for being and our fundamental values?
• Strategy: How are we to achieve our mission
and our competitive advantage?

• Culture: The enactment of who we are in our
values, beliefs, rituals, etc., relative to
ourselves, our coworkers and our clients
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Why Do Visions Fail?
• Senior management’s walk doesn’t match the talk

• Ignores needs of those putting it into practice
• Unrealistic expectations develop that can’t be met
• Lacks grounding in the reality of the present
• Either too abstract or too concrete
• Lack of creative input

• Poor management of participation
• Complacency—no sense of urgency
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

The Vision Trap
• Watch for vision creep

• Get back to basics:
• Language people can identify with

• Language people can do something with
and focus upon
• Vision that engages and energizes and is
not abstract and ambiguous

“Handy-Dandy Vision Crafter”
We Strive to be the…
________________________________________________
(Premier, Leading, Pre-eminent, World-class, Dominant, Best of
Class)
Organization in Our Industry. We Provide the Best…
_______________________________________________
(Committed, Caring, Innovative, Expert, Environmentally friendly,
Reliable, Cost-effective, Focused, Diversified, High-Quality, On
Time, Ethical, High value added)

________________________________________________
(Products, Services, Business Solutions, Customer-Oriented
Solutions)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

“Handy-Dandy Vision Crafter” (cont.)
To…

________________________________________________
(Serve Our Global Marketplace; Create Customer, Employee and
Shareholder Value; Fulfill Our Covenants to Our Stakeholders; Exceed
Our Customers’ Needs; Delight our Customers)
Through…

_______________________________________________
(Committed, Caring, Continuously Developed, Knowledgeable,
Customer focused)
Employees in this Rapidly Changing & Dynamic…

________________________________________________
(Industry, Society, World)

Organizational Vision and Change Vision
• The approach to vision crafting remains the same
but the focus shifts and becomes more specific
around the particular change you have in mind

• The change leader’s goals are advanced when
they develop or facilitate the development of a
compelling change vision that appeals to groups
critical to the change initiative and effectively
communicate it to them

Save the Children
Vision for Its “Survive to 5” Program
We believe all children should live to celebrate
their fifth birthday.
The Survive to 5 campaign supports
Millennium Development Goal 4:
• To reduce child mortality by two-thirds by
2015 and save the lives of over 5 million
children under 5 who are dying of preventable
and treatable diseases.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Tata’s Vision for the Nano
• Create a $2,000 “people’s car.” It has to be safe,
affordable, all weather transportation for a family. It should
adhere to regulatory requirements, and
• achieve performance targets such as fuel efficiency and
acceleration.

The Result: The Nano. 50 miles per gallon and seats five.
At $2,500—least expensive car in the world when launched.

Change Vision for the Procurement System in a
Midsize South African Manufacturer
•

We believe providing reliable and cost-effective procurement services is
critical to the future survival and success of our organization.

•

We will develop and deploy a computer-based process that provides
accurate and repeatable information to procurement so that those involved
will be able to eliminate purchasing errors, and make more knowledgeable
purchasing decisions.

•

Through these actions we will reduce costs and increase the profitability and
effectiveness of the organization.

•

This change will completely eliminate rework on the bill of material, and will
enhance the effectiveness and efficiency of the procurement process,
quoting and planning phases.

•

We will know we have succeeded in bringing this change to life by the
measures we use to track progress, including error rates, costs, time
savings, and user satisfaction.
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 4.2
Developing the Background to Understand the
Need for Change
1. Consider an organizational change that you are familiar with.
What data could help you understand the need for change?

2. Have you:
a) Made sense of external data?
b) Made sense of the perspectives of other stakeholders?
c) Assessed your personal concerns and perspectives that might
affect your judgment concerning the change?
d) Understood and made sense of the internal data?
e) What else would you like to know?

3. What does your analysis suggest to you about the need for
change?

Toolkit Exercise 4.3
Writing a Vision for Change Statement
Think of an organization you are familiar with that is in need of
change. If you were the change leader, what would be your vision
statement for change?
1. Write your vision statement for the change you are striving for.
2. Evaluate your vision. Is it:
• Clear, concise, and easily understood?
• Memorable?
• Exciting and inspiring?
• Challenging?
• Excellence-centered?
• Stable and flexible?
• Implementable and tangible?

Toolkit Exercise 4.3
Writing a Vision Statement (cont.)
3. Does the vision promote change and a sense of direction?
4. Does the vision provide the basis from which you can develop
the implementation strategy and plan?
5. Does the vision provide focus and direction to those who must

make on-going decisions?
6. Does the vision embrace the critical performance factors that
organizational members should be concerned about?
7. Does the vision engage and energize, as well as clarify? What is

the emotional impact of the vision?
8. Does the vision promote commitment? Are individuals likely to
be opposed to the vision, passive (let it happen), moderately
supportive (help it happen), or actively supportive (make it

happen)?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 4.3
Increasing the Value of a Vision Statement
Assess the vision against the following:
1. Is there consistency between the words and actions of senior
management and the vision?
2. Does it pay attention to the needs of those who will put it into
practice?
3. Are expectations related to it challenging but realistic?
4. Is it grounded in the reality of the present?
5. Is it neither too abstract or too concrete?
6. Was it forged through an appropriate combination of
synthesis and imagination?
7. Was there sufficient participation and involvement of others?
8. Does implementation contain a sense of urgency and
measurable milestones?

Toolkit Exercise 4.4
Combining the Need for Change and Vision for Change
Think of an organization in need of change:
1. What is the gap between the present state and the
desired future state?
2. How strong is the need for change?
3. What is the source of this need? Is it external to the
organization?
4. Is there tangible evidence (e.g., crisis) of the need for
change?
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.

Toolkit Exercise 4.4
Combining Need for Change and Vision for Change (cont.)

5. If the change does not occur, what will be the impact
on the organization in the next two to six years?
6. What is the objective, long range need to change?
7. Return to the change vision statement developed in
Exercise 4.3. Does it capture a sense of higher
order purpose or values that underpin the change
and communicate what the project is about.
8. Explain how the vision links to the need for change.

A Checklist for Creating the Readiness for Change
✓

What is the objective need for change? What are the
consequences to the organization of changing or not
changing? Are people aware of these risks?

✓

Are members aware of the need for change? Do they
feel the need for change or do they deny its need?
How can they be informed?

✓

Individuals are motivated toward change when they
perceive the benefits as outweighing the costs. Do
they see the benefits as outweighing the costs?
What can you do to ensure this is the case?

A Checklist for
Creating the Readiness for Change (cont.)
✓

If individuals believe the benefits outweigh the
costs, do they also believe the probability of
success is great enough to warrant the risk
taking and needed investment of time and
energy?

✓

Are there other alternatives that are more
attractive to them? What is it about their costs,
benefits, and risks? How should these
alternatives be addressed by the change leader?

Summary
• Change occurs when there is an understanding of the
need for change, the vision of where the organization
should go, and a commitment to action
• Change leaders need to address the question “Why
change?” and develop both a sound rationale for the
change and a compelling vision of a possible future.
• To develop the rationale, you need to do your homework!
Careful assessment is used to understand and
communicate the need for change and the organization’s
readiness for change. The motives and interests of key
stakeholders forms part of this assessment.

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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