Evaluating Learning Outcomes: Change Management

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Introduction

Every course has learning goals, which are very vital in terms of guiding the expected outcomes upon completion of the course. In this case, it is crucial to ensure that both the trainer and the students can evaluate the level of the achievement of the expected outcomes to guide their future learning. For instance, in this course, the expected learning outcomes included:

Managing effective change
Recognizing change patterns within organizations
Identifying a change problem and the possible solutions
Examining and increasing awareness of the critical role of the leader in any change process
Creating a change management plan that includes all stages of change and the challenges of initiating and sustaining transformation
Identifying resistors and ways of dealing with them when implementing a change
Acquiring a larger repertoire of leadership behavior
Demonstrating knowledge of ethical considerations while leading organizational change

This paper provides a response to the above learning outcomes of the course and describes how they were achieved from a personal perspective.

Managing Effective Change

It is crucial to recognize that change at a personal and organizational level is an inevitable process. Most importantly, in the fast-changing world, a change allows organizations to adapt to the situational variations in the respective sectors of operation. A change not only paves a way for businesses to respond to customer demands but also sheds off retrogressive behaviors and activities, which do not add value to an organizations agenda (Hall & Hord, 2015). Managing effective change requires a consensus that a change is vital in advancing various organizational processes such as employee recognition mechanisms. Managing effective change also requires the involvement of all organizational stakeholders in their respective capacities to guarantee an organization-wide change. Lastly, it is crucial to ensure that any change is based on well-established transformation areas. In other words, an organization must be aware of the areas that need change. This appreciation leads to the establishment of approaches that will enable the achievement of change. I have achieved the above learning outcome since I have managed to gain knowledge on the importance of change and the key requirements for facilitating effective change.

Recognizing Change Patterns within Organizations

Implementing change is a complex process that features key patterns and indicators of an organizations performance. For an effective transformation process, an organization should recognize the change patterns to maximize on them by creating a good environment to adapt to the amendments (Hall & Hord, 2015). The most crucial aspect towards change is the recognition of the gradual nature of revolution. The forces of change come from different areas of an organization and hence the need to incorporate all drivers for the process of change to be considerate of all areas that need change (Rainey, 2009). Many patterns of change have been established. They include a widespread belief in the need for change from the organizational stakeholders, clear and sustained leadership, and support from the top management. Further, it is imperative for all concerned parties to participate in the problem diagnosis and change planning processes (Rainey, 2009). Lastly, the institutionalization of change is an essential process that can facilitate smooth change implementation in the organization.

In the achievement of the above learning outcomes, I have managed to comprehend that change is a process, which is highly dependent on the presence of the change patterns. For instance, I am now aware that the participation all stakeholders in the identification of the problems for change and the participation and the top management are essential patterns for change in any organization. Further, a mainstream consensus on the need for change is one of the key patterns that show that an organizations change process will be successful.

Identifying a Change Problem and the Possible Solutions

The process of change indicates the process of moving from one state to another. In an organizational setting, a change indicates the process of adopting new and improved processes while at the same time abandoning old processes, which do not give optimal results to an organizations activities (Doppelt, 2009). The process of change involves moving from a problematic status that puts the organization at a disadvantage. For effective change to occur, it is imperative to identify the problems that need the change to be effected. Such problems must be stated as clearly as possible in terms of the disadvantage that they bring to the organization.

For instance, if a given technology is failing and/or causing delays in delivering client requests, the change problem may state the number of hours or days of delay that customers face and the costs that emanate from such delays (Goetsch & Davis, 2014). With a clear problem statement, the organization can find specific solutions for the change. By ensuring that that the specific problems are identified and the solutions established, the probability of success for the change increases drastically (Aiken & Keller, 2009). In the learning outcome, I have achieved the expected outcomes since I now appreciate the importance of stating change problems and solutions as visibly as possible. A clear problem statement increases the success of the change process.

Examining and Increasing Awareness of the Critical Role of the Leader in any Change Process

Organizational change cannot be successful if employees and the stakeholders do not change or adopt behaviors that are deemed necessary for change to occur. Hence, a successful change process requires the input of all employees and stakeholders of the organization (Griffin & Moorhead, 2011). However, the role of leadership in an organization is central to facilitating the process of change. For instance, various changes require the allocation of both human and material resources whose authorization must be done by the top management (Weiner, 2009). Further, the top management officials belief in the need for change process allows the organization to have the right motivation and support towards the required change. Concisely, for the change process to be successful, the leadership must not only lead the change process but also allow the availability of the necessary resources and inspiration to drive the change process. From the course, I have recognized leadership in an organization as a critical factor in the success of the change process.

Creating a Change Management Plan that Includes All Stages of Change and the Challenges of Initiating and Sustaining Transformation

A change management plan is an essential aspect for guiding the organizational change process. A change management plan allows an organization to identify the resources that are needed for the change implementation to be successful. Further, it allows an organization to identify the stages that the change execution process will follow (Doppelt, 2009). Lastly, it allows the organization to identify and anticipate problems that may be faced in initiating and sustaining the change. In this case, the organizations ability to succeed in the transformation process increases considerably (Hayes, 2014). From the learning process, I am currently able to recognize the importance of change management plan as a part of ensuring a successful change process.

Identifying Resistors and Ways of Dealing with them when implementing a Change

In an organization, some employees are not ready for the change. Hence, they wish to maintain the status quo. People who resist change view it with uncertainty and mistrust and hence their lack of preparedness for the change. If not address well, resistance to change can derail the whole process (Rainey, 2009). In this case, one of the most central and highly recommended approaches to dealing with resistance to change is through ensuring the participation of all stakeholders in the organization. Through involvement, people who are likely to resist the change process will gain the feeling of ownership of the process (Doppelt, 2009). Further, through participation, individual needs and concerns are likely to be well addressed. Based on this learning outcome, I have gained sufficient knowledge and skills towards reducing resistance to the change process through the creation of an enabling environment where stakeholders are offered the opportunity to participate and own the change process.

Acquiring a Larger Repertoire of Leadership Behavior

Leadership is a critical role in any organization since it offers not only guidance on critical areas of the organizations functions but also facilitates the working of all stakeholders towards the common goals of the organization. However, understanding how a leader should behave is a controversial discipline based on the wide range of literature on behavioral leadership approaches (Hayes, 2014). For instance, leadership styles have been established to characterize and categorize different leadership approaches that are based on the behaviors that leaders demonstrate. For instance, some of the leadership styles include transformative headship, transactional management, and change leadership among other approaches (Weiner, 2009). In this case, while understanding leadership behavior is a challenging process, various qualities of leadership such as supportive behaviors and communication skills are universally viewed as crucial in determining good leadership. In this learning outcome, I have been exposed to a wide range of leadership behaviors, which have shed light on the complexity of leadership performance in organizational management.

Demonstrating Knowledge of Ethical Considerations while Leading Organizational Change

Organizations play an essential role in the society. They are responsible for the wellbeing of the employees and the people who are served by the organization. In this case, organizations should act responsibly by only adopting approaches and processes that are geared towards the betterment of the society and the individual employees (Doppelt, 2009). Consequently, in the process of change at the organizational level, leaders must act responsibly and ethically towards their stakeholders. They should desist from actions or activities that are likely to affect the organizations reputation or the wellbeing of the stakeholders (Griffin & Moorhead, 2011). In this learning outcome, I have learned that organizations must act as responsible citizens by being guided by ethical standards and guidelines that ensure that their activities have a positive impact on the society and the various stakeholders.

Conclusion

Change management is a central tenet of any organization in the fast-changing world. However, enabling the change process requires the input of all stakeholders, an accurate identification of the change areas, and the mapping of the way forward on how such changes can be implemented. The role of leadership in the change process is crucial in terms of offering the necessary guidance and the right motivation to facilitate the change. As revealed in the discussion, I have achieved the learning outcomes.

Reference List

Aiken, C., & Keller, S. (2009). The irrational side of change management. McKinsey Quarterly, 2(10), 100-109.

Doppelt, B. (2009). Leading Change toward Sustainability: A Change-Management Guide for Business, Government and Civil Society. South Yorkshire: Greenleaf Publishing.

Goetsch, D., & Davis, S. (2014). Quality management for organizational excellence. New York, NY: Pearson.

Griffin, R., & Moorhead, G. (2011). Organizational Behavior. Boston, MA: Cengage Learning.

Hall, G., & Hord, S. (2015). Implementing change, patterns, principles, and potholes. Upper Saddle River, NJ: Prentice- Hall.

Hayes, J. (2014). The Theory and Practice of Change Management. London: Palgrave Macmillan.

Rainey, H. (2009). Understanding and Managing Public Organizations. Hoboken, NJ: John Wiley & Sons.

Weiner, B. (2009). A Theory of Organizational Readiness for Change. Implement Science, 4(1), 67-76.

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