Unit 2 Research Analysis
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Unit 2: Research Analysis
Department of Healthcare Administration, Park University
HRM636: Change Management and Conflict Resolution
Professor. Sheriley Smith
October 29, 2023
Introduction
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Any organization must adapt to survive over the long run, thus change is an inherent part of it. Realizing that change is necessary to achieve organizational goals is the first step in the process. This could happen if an organization's goals and intended outcomes don't match up with
actual performance. As soon as this is realized, the company needs to come up with a strategy for
determining which change agendas to implement and how to monitor their effectiveness. This process should start with the hiring of an internal or external change agent. Next, the change agent will initiate the change by outlining the change endeavor and addressing any obstacles that may arise during the change process. For the change implementation to be successful, it is essential to build strong partnerships.
Recognizing a need or opportunity for change Analysis
This chapter examined a few variables that may influence whether a change is recognized
as necessary. Change-causing factors are taken into account first. The competitive behavior cycle
proposed by Strebel was first presented as a technique for locating outside sources of change. People start noticing and acting upon what they consider to be significant, which is the first step towards developing a change agenda and sensing the need for change.
Recognizing and comprehending the reasons for the change's necessity is one of the most difficult tasks when it comes to organizational change. In his discussion of the numerous markers
that support the identification of change, (Hayes, 2018) includes an evaluation of:
Organizational goals and (against) expected outcomes.
Evaluating the perspective of stakeholders.
Knowing which type of evaluation (department, organization, or workgroup/individual) is required.
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Specific time periods.
Establishing benchmarks to assess the effectiveness of change implementation.
Recognizing the enabling or constraining elements that influence performance.
In order to properly identify the level of change required to achieve organizational success that is in accordance with those in leadership roles, stakeholders, and employees as well as to implement, generate metrics, and comprehend the concept behind the change, these indicators must be taken into consideration. According to Hayes, a narrow concentration on a particular task or activity combined with a failure to take a comprehensive approach to attaining overall success can lead to a failure to identify the need for change, which is detrimental to the success of the company. This is further supported by (Tencanti and Pogutz, 2015), who write that
"the mainstream business model is strongly criticized for its narrow focus on monetary results, strong short-termism, and disruptive competitive approach which benefits few (especially financial investors and top managers) at the expense of many."
Today, it would seem that a damaging cultural norm has been phased out and out of fashion, but the problem still exists when executives try to adapt to shifting needs without having
a clear plan or agenda that is tailored to their particular business. Establishing a change agenda will help an organization create a customized approach that best fits its needs. Change implementation generally fails because a general approach is applied and is not appropriate for all organizations, which means that everyone taking the same steps regardless of the organization
will most likely fail (Tvorik & Boissoneau, 1996). This change agenda is subject to the influence
of several external circumstances. As per Strebel's cycle of competitive behavior, businesses must take into account break-points wherein they must continuously adjust their focus as the need for innovation grows (Hayes, 2018).
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In the end, it's critical to recognize when change is needed, put a change agenda into action, and assess the change's effectiveness using a variety of metrics chosen with the final result in mind. Finding the need for change necessitates considering the organization as a whole, paying particular attention to the goals and intended outcomes, using the viewpoint of stakeholders to best address the need for change, determining the extent to which the change is required, setting up benchmarks to ensure success, and finally comprehending the elements that both facilitate and impede organizational progress.
Chapter 5&6: Starting the change and Building Relationships Analysis
It's time to start introducing, implementing, and establishing metrics for change success after recognizing the need for and establishing the change agenda. This phase also explains the significance of the change agent within the organization and the necessity of being willing to pursue change, leading the change effort, and forming productive change relationships. When using the change agenda, change agents will encounter obstacles that have the potential to alter their behavior. These obstacles may include motivation loss, a loss of confidence, a sense of helplessness in the face of resistance, and a loss of understanding of what to do. A few challenges that leaders may encounter and need to conquer are listed here. The more a leader pushes back, the more the company will fight back against change since it is often seen as a challenge to the culture to which they have become accustomed. In order to enable the workplace
to embrace change, it is crucial that managers develop strong relationships and are aware of their
own qualities. Presents a tool that will assist managers in determining the preferred intervention styles of their managers based on their responses to circumstances. Whichever approach managers favor, it is essential that they know what kinds of responses to expect in certain situations. Whatever their approach, leaders' attitudes toward managing change have a significant
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impact on the workplace; for this reason, it starts with the change agent and their willingness to bring about change (Ford & Ford, 2010).
The actions of change managers themselves have a bearing on resistance, at least in part. Examining resistance as originating solely from "over there, in them," in the attitudes (and thinking), behaviors, and messages of the people and groups being requested to make changes is erroneous and oversimplified.
One common mistake made by change agents is to try to place the blame on an organization or force them to rely on their advice. While there are many different ways to successfully intervene in the change process, there are also certain hazards that could lengthen the process and hinder adoption. In order to enable the company to find answers, it is critical to build these connections that support the introduction of novel theories and the analysis of data from various angles. This allows for the issues to be adjusted to on a personal or organizational level. And creating a support network to help the workplace resolve any issues that may come up
during the process of change, rather than controlling it.
Conclusion
In conclusion, it's critical to acknowledge the need for change, and it's frequently the first thing a company overlooks. This could result in a reactive approach to decision-making and restricted approaches to obstacles that might not deal with the underlying problem. An organization must review its goals and intended outcomes, take stakeholder viewpoints into account, identify elements that support or impede the process, and identify its purpose when determining the need for change and developing a change agenda. After realizing that change is necessary, the change agent will use the agenda to start implementing the change while
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overcoming the many obstacles that may arise, such as direct challenges to leadership styles that could cause lost confidence and poor decision making. It is a mistake to place the responsibility solely on resistance when, in fact, it is an essential component of organizational transformation. Opposition allows for a reintroduction of the change's goal and could lead to organizational buy-
in. The only way to achieve this buy-in is to build strong bonds and maintain open lines of communication so that everyone in the organization is aware of their part in the change endeavor.
References
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FORD, J. D., & FORD, L. W. (2010). Stop Blaming Resistance to Change and Start Using It. Organizational Dynamics, 39(1), 24–36. https://doi.org/10.1016/j.orgdyn.2009.10.002
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Hayes, J. (2014). The theory and practice of change management (4
th
ed). New York,NY: Palgrave Macmillan.
Tencati, A., & Pogutz, S. (n.d.). Recognizing the limits: sustainable development, corporate sustainability and the need for innovative business paradigms. Retrieved October 27, 2023, from https://ojs.sijm.it/index.php/sinergie/article/download/84/150/410
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Tvorik, S., & Boissoneau, R. (1996). Strategic Organization Change in Competitve Markets. Journal of Professional Service Marketing, 5-29.