Organizational changes, revolutionary or evolutionary and levels, vary in different organizations. While some similarities are present, the culture, and leadership of an organization can impact the readiness for change. Katombe (2018) explored several change models as a "one size fits all approach" does not work (p.48). To understand the depth and variety of change, Burke (2018) provides a comprehensive summary of levels of organizational change in Table 6.1 to highlight how and when each change would be initiated and a probable cause of resistance. (p. 135-138). Of course, resistance to change must be considered as it is often a barrier that hinders success. Therefore, examining for readiness to change might be the most important factor in initiating and implementing a change endeavor. Alolabi, Ayupp, and Dwaikat (2021) believe that connecting stakeholders with a shared belief in the necessity of change is critical and could increase buy-in. Based on the readings and your research respond to the following questions: What factors determine a high readiness or a low readiness for change in an organization? Compare Lewin's three phases of change to Gliecher/Beckhard-Harris formula for change, D x V x F > R and share insights on their strength and weakness to address resistance. Reflect on your experience and describe an example of resistance to change. In your example, share the level of change and why you believe resistance occurred. Provide specific details. As a leader, explain how you would address the resistance to change described in your example
Organizational changes, revolutionary or evolutionary and levels, vary in different organizations. While some similarities are present, the culture, and leadership of an organization can impact the readiness for change. Katombe (2018) explored several change models as a "one size fits all approach" does not work (p.48). To understand the depth and variety of change, Burke (2018) provides a comprehensive summary of levels of organizational change in Table 6.1 to highlight how and when each change would be initiated and a probable cause of resistance. (p. 135-138). Of course, resistance to change must be considered as it is often a barrier that hinders success. Therefore, examining for readiness to change might be the most important factor in initiating and implementing a change endeavor. Alolabi, Ayupp, and Dwaikat (2021) believe that connecting stakeholders with a shared belief in the necessity of change is critical and could increase buy-in. Based on the readings and your research respond to the following questions:
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What factors determine a high readiness or a low readiness for change in an organization?
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Compare Lewin's three phases of change to Gliecher/Beckhard-Harris formula for change, D x V x F > R and share insights on their strength and weakness to address resistance.
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Reflect on your experience and describe an example of resistance to change. In your example, share the level of change and why you believe resistance occurred. Provide specific details.
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As a leader, explain how you would address the resistance to change described in your example
Organizational change is a constant, but readiness varies. We'll explore what makes organizations ready or resistant to change, drawing on factors like leadership, culture, and past experiences.
We'll compare Lewin's phases and the Gliecher/Beckhard-Harris formula to understand their strengths and weaknesses in addressing resistance.
A real-world example illustrates resistance at work, allowing us to dissect its roots.
As leaders, we'll strategize on addressing this resistance, emphasizing proactive measures, communication, and stakeholder engagement.
Join us on this journey to master the art of navigating organizational change.
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