Change through Persuasion in an Organization

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Table of Contents

Introduction
Discussion
Conclusion
Works Cited

Introduction

The major issue discussed in these two articles is that of change. Change is defined as a process of making a radical transformation to create a desired difference in a given situation (Merriam-Webster Online Dictionary). The two articles focus on enhancing change within a business enterprise through the use of two strategies that include vision and persuasion.

Discussion

The article, ‘Linking Vision and Change’ talks about how vision and change work hand in hand. The article describes vision as a very important aspect necessary for change to be effective and also necessary to ensure organizational growth. The chapter defines a workable vision as that which focuses on the achievement of outcomes and also that which acts not only as a motivation to the people involved but also that which enhances commitment to change.

The characteristics of a vision as outlined in the article include possibility of the vision, its desirability, articulation and even action ability. The capacity to which people within a given organization will agree to change affects the organization’s vision and how the members of that organization will react to the change.

Another major issue discussed in the article includes the three approaches to the creation of workable vision. The first approach is crafting or planning the vision which can be done by an organizational leader or even other members within the organization. A facilitator is however needed in this case. The second approach involves designing various relevant questions that will help in developing a vision using various ways that can be random or systematic. The third approach is to connect the vision with the established and well known and understood values, practices and beliefs within a particular organization. Certain attributes have been described as major causes of vision failure, these include too much vision specificity such that a vision is fixed and cannot be changed or cannot adapt to various changes, if the vision is not clear or if it is not realistic or achievable.

The relationship between vision and change has brought on 3 major debates. One such debate is whether vision results to change or develops from change. The second debate is whether vision promotes or prevents change while the third seeks to know who among the leaders and the organization at large is regarded as a hero in relation to the achievement of a particular vision (Palmer, Dunford and Akin, p 142-143). In my opinion, the realization of a need for change within a certain organization necessitates the formation of a vision to help in the achievement of that change and in the accomplishment of the major target. In this case, the vision drives towards the achievement of change. In the article ‘Change through Persuasion’, Paul Levy presents a new frame to the employees of Beth Israel Deaconess Medical Center (BIDMC) with an aim of changing and restoring the hospital back to success. The frame in form of a memo illustrated the purpose of the plan to be carried out as well as the expected outcome. (Garvin and Roberto, p 108). The frame in this case can be seen as BIDMC’s vision.

An effective vision that is achievable, realistic and clear promotes change while a vision that is vague, ambiguous and unrealistic will definitely hinder the achievement of the expected outcome and in turn hinder the desired change from occurring. The success and effective achievement of an established vision cannot only be attributed to leaders within an organization but also to the employees within that organization. The success of each vision and plan requires the active participation of all stakeholders hence success within an organization requires both the facilitation of leaders and the determination and hard work of all employees. BIDMC’s 37.4 million dollar net gain cannot just be attributed to Paul Levy’s persuasion alone but also to the members of staff in the hospital who were not only understanding but also accepting and action oriented (Garvin and Roberto, p 112).

Conclusion

In conclusion, the achievement of successful change in an organization requires the establishment of a workable vision and the active participation of all employees within that organization. Persuasion of employees is the key to understanding, acceptance and participation in the implementation of a desired plan and the attainment of a desired goal.

Works Cited

“Change.” Merriam-Webster Online Dictionary. 2009. Web.

Garvin D.A. and Roberto A. “Change through Persuasion”. Harvard Business Review. New York: Harvard Business Publishing, 2005.

Palmer I., Dunford R., and Akin G. Managing Organizational Change: A Multiple Perspectives Approach. New York: McGraw Hill Companies, 2006.

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Change through Persuasion in an Organization

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