Fluent Essays

please read the regulations carefully and I have been attached the chapter to know the context and the rubric to follow to exceed expectations. Managing Dynamic Environment (Organizational Change Issues) Module 05/CT 03 Regulations:  · GRADING EXPECTATIONS : 1. I recommend that you use the grading rubric to shape your work product (Attached).   2. With respect to grading, The instructor really looks for 2 things:  citations and substance . I encourage you to include cites and information from scholarly and/or peer-reviewed sources in addition to the course text (Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational change: An action-oriented toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN-13: 9781544351407). Otherwise, my potential for points is reduced. It  indicates you have read the course materials and searched far and wide for theories, statistics, and facts to address the issue at hand.  I encourage you to paraphrase these sources. Convert the content into your own words rather than using direct quotes . This improves the synthesis of information, and it makes the writing more closely resemble your own style.  In addition to scholarly citations, a substantive assignment is one that not only answers the question but advances the discussion. Please, do more than is expected. · The writer must apply APA style guidelines  And avoid plagiarism by using your own words · Support your submission with: 1. Course material concepts, principles, and theories from the textbook and Use it in the references (Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational change: An action-oriented toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN-13: 9781544351407) 2.  At least Four scholarly, peer-reviewed journal articles such as: 2.1 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.  2.2 Kellogg, K. C. (2019). Subordinate activation tactics: Semi-professionals and micro-level Institutional change in professional organizations. Administrative Science Quarterly, 64(4), 928–975. 2.3 Metwally, D. (2019). How ethical leadership shapes employees’ readiness to change: The mediating role of an organizational culture of effectiveness. Frontiers in Psychology, 10, 2493. · Be 4 completed pages in length, which does not include the title and reference pages, which are never a part of the content minimum requirements. Organize your paper with section headers related to the Critical thinking prompts Organizational Change Issues Change is never an easy process. For years, researchers and theorists have attempted to develop frameworks for change to help individuals accept the need for change. Consider the scenario below about change in a large organization. Then, answer the associated questions related to organizational change. Due to the impact of COVID-19, a large manufacturing company recognizes that organizational culture changes are necessary. Furthermore, process related changes must occur. The organization has experienced a decline in sales from early 2020 to present and recognizes that if changes are not made, many issues may arise. Reham, the CEO of the company, recognizes that organizational changes are needed. Reham has proposed that the company reduce the size of the workforce by 20% until sales increase. The organization currently employs many full-time manufacturing employees, but only employs a handful of office workers. To further market the products provided by the company, many office workers are working 10-20 hours of overtime, per week, to assist with marketing efforts. Needless to say, office personnel are very overwhelmed with tasks and responsibilities. At a three-hour meeting, Reham noted that a 20% reduction among manufacturing employees would be made within the next month. She then went on to state that three new positions would be added to the home office to ensure that the workload was not as intense for office personnel. During the meeting, many individuals recognized Reham’s point and said that they would support her decision to make these workforce changes. Unfortunately, Reham’s colleague, Alan (the Director of Manufacturing), became furious about this change and mentioned that he did not understand why Reham was trying to ruin the company’s culture. Based on the scenario above, answer the following questions: 1. Why do you believe that Alan is having a difficult time recognizing the change proposed by Reham? 2. What are the implications associated with Alan, the Director of Manufacturing, not supporting this change initiative? 3. Although Reham is the CEO, and has ultimate authority, how might obtaining additional feedback from other organizational leaders assist Alan in further understanding the rationale for this change? 4. Before Reham pushes this change forward, what short-term and long-term impacts should she consider? Very important Note: To move to exceed standards, I recommend providing research and/or evidence or examples to show your point here. Managing Dynamic Environment ( Organizational Change Issues ) Module 05 /CT 0 3 Regulations : · GRADING EXPECTATIONS   : 1. I recommend that you use the grading rubric to shape your work product ( Attached ).    2. With respect to   grading, The instructor really looks for 2 things:   citations   and substance . I encourage you to include cites and information from   scholarly and/or peer - reviewed sources in addition to the course text ( Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational change: An action - oriented toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN - 13: 9781544351407). Otherwise , my potential for points is reduced. It   indicates you have read the course materials and searched far and wide for theories, statistics, and facts   to address the issue at hand.   I encourage you to paraphrase these sources. Convert the content into your own words rather than using direct quotes . This improves the synthesis of information, and it makes the writing more closely resemble your own style.   In addition to   scholarly citations, a substantive assignment is one that not only answers the question but advances the discussion. Please, do more than is expected. · The writer must apply APA style guidelines And avoid plagiarism by using your own words · Support your submission with : 1. Course material concepts, principles, and theories from the textbook and Use it in the references (Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational change: An action - oriented toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN - 13: 978 1544351407) 2.   A t least Four scholarly, peer - reviewed journal articles such as: 2.1 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. 2.2 Kellogg, K. C. (2019). Subordinate activation tactics: Semi - professionals and micro - level Institutional change in professio nal organizations . Administrative Science Quarterly, 64(4), 928 – 975. 2.3 Metwally, D. (2019). How ethical leadership shapes employees’ readiness to change: The mediating role of an organizational culture of effectiveness . Frontiers in Psychology, 10, 2493. · Be 4 completed pages in length, which does not include the title and reference pages, which are never a part of the content minimum requirements. Organize your paper with section headers related to the Critical thinking prompts Managing Dynamic Environment (Organizational Change Issues) Module 05/CT 03 Regulations:  GRADING EXPECTATIONS : 1. I recommend that you use the grading rubric to shape your work product (Attached).   2. With respect to grading, The instructor really looks for 2 things: citations and substance. I encourage you to include cites and information from scholarly and/or peer-reviewed sources in addition to the course text (Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational change: An action-oriented toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN-13: 9781544351407). Otherwise, my potential for points is reduced. It  indicates you have read the course materials and searched far and wide for theories, statistics, and facts to address the issue at hand. I encourage you to paraphrase these sources. Convert the content into your own words rather than using direct quotes. This improves the synthesis of information, and it makes the writing more closely resemble your own style.  In addition to scholarly citations, a substantive assignment is one that not only answers the question but advances the discussion. Please, do more than is expected.  The writer must apply APA style guidelines And avoid plagiarism by using your own words  Support your submission with: 1. Course material concepts, principles, and theories from the textbook and Use it in the references (Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational change: An action-oriented toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN-13: 9781544351407) 2.  At least Four scholarly, peer-reviewed journal articles such as: 2.1 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. 2.2 Kellogg, K. C. (2019). Subordinate activation tactics: Semi-professionals and micro-level Institutional change in professional organizations. Administrative Science Quarterly, 64(4), 928–975. 2.3 Metwally, D. (2019). How ethical leadership shapes employees’ readiness to change: The mediating role of an organizational culture of effectiveness. Frontiers in Psychology, 10, 2493.  Be 4 completed pages in length, which does not include the title and reference pages, which are never a part of the content minimum requirements. Organize your paper with section headers related to the Critical thinking prompts MGT521 Critical Thinking Writing Rubric - Module 05 Exceeds Expectation Meets Expectation Below Expectation Limited Evidence Content, Research, and Analysis 21-25 Points 16-20 Points 11-15 Points 6-10 Points Requirements Includes all of the required components, as specified in the assignment. Includes most of the required components, as specified in the assignment. Includes some of the required components, as specified in the assignment. Includes few of the required components, as specified in the assignment. 21-25 Points 16-20 Points 11-15 Points 6-10 Points Content 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. 25-30 Points 19-24 Points 13-18 Points 7-12 Points Analysis 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. 13-15 Points 10-12 Points 7-9 Points 4-6 Points Sources 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. Mechanics and Writing 5 Points 4 Points 3 Points 1-2 Points Demonstrates college-level proficiency in organization, grammar and style. 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, 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 Project is poorly organized and written and may not follow proper format as outlined in the assignment. Inconsistent to inadequate sentence and paragraph development, 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, MGT521 Critical Thinking Writing Rubric - Module 05 APA style, or APA citations and references. minor errors in grammar, spelling, APA style, or APA citations and references. and/or includes numerous or major errors in grammar, spelling, APA style or APA citations and references. and APA citations and references. Total points possible = 100 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 2 2 The Change Path Model 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 3 3 Institutionalization Chapter 10 Acceleration Chapter 9 Mobilization Chapters 5 through 8 Awakening Chapter 4 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 4 4 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. 5 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 & Assess Your Personal Concerns & Perspectives Seek out & Make Sense of Internal Data Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 6 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. 7 A Second Look at Readiness 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 8 Rate the Organization’s Readiness for Change Readiness Dimensions: Previous Change Experience Score Range (−8 to +4) Score? _________ Executive Support Score Range (−3 to +7) Score? _________ Credible Leadership & Change Agents Score Range (0 to +11) Score? _________ Openness to Change Score Range (−9 to +22) Score? _________ Rewards for Change Score Range (−5 to +2) Score? _________ Measures for Change & Accountability Score Range (0 to +4) Score? _________ Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 9 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. 10 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 11 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. 12 Groupthink Illusion of invulnerability Construct rationalizations Morality of position is unquestioned Stereotypes—distort image of other parties Pressure applied to those who express doubts about the group’s position Self-censorship—deviations from consensus are avoided 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. 13 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. 14 Value of a Vision for Change Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 15 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. 16 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 17 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 18 What is a Vision Statement? (cont.) According to Simons: A vision without task is a dream world, and task without vision is drudgery. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 19 Approaches to Visions for Change Leader-developed vision Leader-senior team-developed vision Bottom-up visioning Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 20 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. 21 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. 22 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 23 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. 24 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. 25 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 26 “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. 27 “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) Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 28 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 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 29 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. 30 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. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 31 Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 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. 32 Toolkit Exercise 4.2 Developing the Background to Understand the Need for Change Consider an organizational change that you are familiar with. What data could help you understand the need for change? Have you: Made sense of external data? Made sense of the perspectives of other stakeholders? Assessed your personal concerns and perspectives that might affect your judgment concerning the change? Understood and made sense of the internal data? What else would you like to know? What does your analysis suggest to you about the need for change? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 33 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? Write your vision statement for the change you are striving for. Evaluate your vision. Is it: Clear, concise, and easily understood? Memorable? Exciting and inspiring? Challenging? Excellence-centered? Stable and flexible? Implementable and tangible? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 34 Toolkit Exercise 4.3 Writing a Vision Statement (cont.) Does the vision promote change and a sense of direction? Does the vision provide the basis from which you can develop the implementation strategy and plan? Does the vision provide focus and direction to those who must make on-going decisions? Does the vision embrace the critical performance factors that organizational members should be concerned about? Does the vision engage and energize, as well as clarify? What is the emotional impact of the vision? 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. 35 Toolkit Exercise 4.3 Increasing the Value of a Vision Statement Assess the vision against the following: Is there consistency between the words and actions of senior management and the vision? Does it pay attention to the needs of those who will put it into practice? Are expectations related to it challenging but realistic? Is it grounded in the reality of the present? Is it neither too abstract or too concrete? Was it forged through an appropriate combination of synthesis and imagination? Was there sufficient participation and involvement of others? Does implementation contain a sense of urgency and measurable milestones? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 36 Toolkit Exercise 4.4 Combining the Need for Change and Vision for Change Think of an organization in need of change: 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? 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. 37 Toolkit Exercise 4.4 Combining Need for Change and Vision for Change (cont.) If the change does not occur, what will be the impact on the organization in the next two to six years? What is the objective, long range need to change? 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. Explain how the vision links to the need for change. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 38 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? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 39 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? Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 40 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. Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. © 2020 SAGE Pub. 41