Good afternoon,

Currently taking Managing Organisational Change (HRM560), at Strayer University and I have attached an example of assignment four and a copy of the instructions and rubric for this paper. Can anyone assist?

Assignment 4: Resistance and Communication

Due Week 8 and worth 140 points

Using the organization that your instructor preapproved, diagnose the organization’s level of resistance and construct a solid communication plan. Use a tablet, smartphone, laptop, desktop, or traditional video recorder to record a maximum of a five to seven (5-7) minute dynamic video on the topics detailed below. Alternatively, you may submit a four to six (4-6) page paper instead of the video submission.

Please use the following naming convention in the popup window for your video once it is finished uploading:

Title: Your First Name, Your Last Name – Managing Organizational Change

Tags: HRM 560, Organizational Change

Description: First Name, Last Name – HRM560 Assignment 4 (Date Uploaded ex. 11-14-2014)

Note: Write a four to six (4-6) page paper in which you:

1. Diagnose the reasons for resistance to change.

2. Interpret the potential causes of resistance in the organization. Identify and describe three (3) potential causes of resistance to your change plan. Identify and describe three (3) potential sources of resistance to your change plan.

3. Create a plan for minimizing possible resistance to your change management plan.

4. Elaborate on the relationship between resistance to change and communication.

5. Evaluate three (3) communication strategies.

6. Recommend one (1) communication strategy that would be applicable to your organization. Diagnose why this communication strategy is best for your organization.

7. Create a solid communication plan for your change initiative.

8. Use at least four (4) quality academic resources in this assignment. Note: Wikipedia and other similar Websites do not qualify as academic resources.

If you choose the written paper, your assignment must follow these formatting requirements:

· Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.

· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

· Evaluate strategies for communicating change.

· Evaluate the reactions to change including identifying signs of resistance and approaches to managing it.

· Evaluate strategies for communicating change.

· Use technology and information resources to research issues in managing organizational change.

· Write clearly and concisely about managing organizational change using proper writing mechanics.

RUBRIC

Points: 140

Assignment 4: Resistance and Communication

Criteria

Unacceptable

Below 70% F

Fair

70-79% C

Proficient

80-89% B

Exemplary

90-100% A

1. Diagnose the reasons for resistance to change.
Weight: 10%

Did not submit or incompletely diagnosed the reasons for resistance to change.

Partially diagnosed the reasons for resistance to change.

Satisfactorily diagnosed the reasons for resistance to change.

Thoroughly diagnosed the reasons for resistance to change.

2. Interpret the potential causes of resistance in the organization. Identify and describe three (3) potential causes of resistance to your change plan. Identify and describe three (3) potential sources of resistance to your change plan.
Weight: 15%

Did not submit or incompletely interpreted the potential causes of resistance in the organization. Did not submit or incompletely identified and described three (3) potential causes of resistance to your change plan. Did not submit or incompletely identified and described three (3) potential sources of resistance to your change plan.

Partially interpreted the potential causes of resistance in the organization. Partially identified and described three (3) potential causes of resistance to your change plan. Partially identified and described three (3) potential sources of resistance to your change plan.

Satisfactorily interpreted the potential causes of resistance in the organization. Satisfactorily identified and described three (3) potential causes of resistance to your change plan. Satisfactorily identified and described three (3) potential sources of resistance to your change plan.

Thoroughly interpreted the potential causes of resistance in the organization. Thoroughly identified and described three (3) potential causes of resistance to your change plan. Thoroughly identified and described three (3) potential sources of resistance to your change plan.

3. Create a plan for minimizing possible resistance to your change management plan.
Weight: 15%

Did not submit or incompletely created a plan for minimizing possible resistance to your change management plan.

Partially created a plan for minimizing possible resistance to your change management plan.

Satisfactorily created a plan for minimizing possible resistance to your change management plan.

Thoroughly created a plan for minimizing possible resistance to your change management plan.

4. Elaborate on the relationship between resistance to change and communication.
Weight: 10%

Did not submit or incompletely elaborated on the relationship between resistance to change and communication.

Partially elaborated on the relationship between resistance to change and communication.

Satisfactorily elaborated on the relationship between resistance to change and communication.

Thoroughly elaborated on the relationship between resistance to change and communication.

5. Evaluate three (3) communication strategies.
Weight: 10%

Did not submit or incompletely evaluated three (3) communication strategies.

Partially evaluated three (3) communication strategies.

Satisfactorily evaluated three (3) communication strategies.

Thoroughly evaluated three (3) communication strategies.

6. Recommend one (1) communication strategy that would be applicable to your organization. Diagnose why this communication strategy is best for your organization.
Weight: 15%

Did not submit or incompletely recommended one (1) communication strategy that would be applicable to your organization. Did not submit or incompletely diagnosed why this communication strategy is best for your organization.

Partially recommended one (1) communication strategy that would be applicable to your organization. Partially diagnosed why this communication strategy is best for your organization.

Satisfactorily recommended one (1) communication strategy that would be applicable to your organization. Satisfactorily diagnosed why this communication strategy is best for your organization.

Thoroughly recommended one (1) communication strategy that would be applicable to your organization. Thoroughly diagnosed why this communication strategy is best for your organization.

7. Create a solid communication plan for your change initiative.
Weight: 10%

Did not submit or incompletely created a solid communication plan for your change initiative.

Partially created a solid communication plan for your change initiative.

Satisfactorily created a solid communication plan for your change initiative.

Thoroughly created a solid communication plan for your change initiative.

8. 4 References
Weight: 5%

No references provided.

Does not meet the required number of references; some or all references poor quality choices.

Meets number of required references; all references high quality choices.

Exceeds number of required references; all references high quality choices.

9. Clarity / Coherence in Presentation and writing mechanics
Weight: 5%

More than 6 errors present. Information is confusing and fails to include reasons and evidence that logically support ideas.

5-6 errors present. Information is partially clear with minimal reasons and evidence that logically support ideas.

3-4 errors present. Information is mostly clear and generally supported with reasons and evidence that logically support ideas.

0-2 errors present. Information is provided in a clear, coherent, and consistent manner with reasons and evidence that logically support ideas.

10. Met formatting requirements, including one (1) page summary for presentation option.
Weight: 5%

Did not submit or incompletely met formatting requirements, including one (1) page summary for presentation option.

Partially met formatting requirements, including one (1) page summary for presentation option.

Satisfactorily met formatting requirements, including one (1) page summary for presentation option.

Thoroughly met formatting requirements, including one (1) page summary for presentation option

Running head: ASSIGNMENT 4 1

ASSIGNMENT 4 2

Assignment 4

Resistance and Communication

xxxxxxx

Strayer University

HRM560-Managing Organizational Change

xxxxxxxxx

March 2, 2020

Diagnosing Reasons for Resistance to Change

”People will often resist change out of genuine self-interest, knowing that the change will have adverse effects on them and others in the organization” (Hodges & Gills, 2015, p. 319). When the word change is mention, most people respond with a negative reaction immediately. The word ‘change’ is powerful, and people are not readily ready to accept change without resistance. Change means doing things differently. Change produces anxiety, and the mind goes to racing; then, fear sets in. Change is not easy; but, it is important and attainable. There are many reasons why people resist change from apathy (indifferences) to aggressive resistance; for example, destructive opposition (Hodges & Gill, 2015). Diagnosing the sources of resistance is the first step toward finding the best solutions to address the reasons for resistance to change (Kanter, 2012).

Three Causes of Resistance to Change

Fear. Fear of the unknown has been the most common reason why people resist change. Also, when the reason for change has not been appropriately communicated, fear sets in immediately. When change is mention within an organization, employees’ emotions began to run high and thoughts of doing things a new way consumes their thought process, and they resist change. Additionally, because of fear employees leave the organization. Change is scary and some people will never accept change because they can only see the vison for change from their hilltop. For this reason alone, people resist change. Hodges and Gill (2015) said, “How individuals perceive the impact of change depends on their own personal view of it, from their own perspective-their hilltop” (p. 307).

Not feeling apart. Employees must feel that they have received adequate information and have been engaged in the change process. When employees feel that they are left out of the process, they resist change with negative reactions. When employees don’t feel involved, they are not motivated to participate in the change; therefore, they destroy what has been done by resisting change with their negative behaviors. Management must involve employees in the change process as soon as possible. The objective should always be to engage employees and to make them feel a part of the change process. The objective is to make employees feel a part of the change and to get them to see the vision for the future. Employees need to be convinced that the future is where they want to go.

Change to routine. The thought of doing things differently and breaking away from old habits makes the implementation of change a big challenge within organizations. Some employees even decide to say no to change regardless of what the promises of a brighter future look like. Change comes with unfamiliarity and changes to daily routines; therefore, employees resist change. When employees perceive the idea of having to do things differently, they resist change. Connelly (2017) said, “Whether it’s new procedures, new parking places, new reporting lines, or new corporate culture, changes to routines can be uncomfortable” (para. 17).

A Plan for Minimizing Resistance to Change Management

Face-to-face meetings. Scheduling meetings for all employees to come together to inform them of the upcoming changes is vital. Employees will be informed as to why the changes are needed, and what the future will look like with the new changes in place. The “why” for the change, the “how” for the change, and “who” the changes will affect would be discussed. Employees would be given clear and simple information as to the reasons for the urgency for the change, and the future of the organization. Face-to-face meeting will allow time for questions. Questions would be encouraged.

Regular communication. Frequent communication will be essential to help reduce and eliminate resistance to change. For example, weekly scheduled meetings with all supervisors, team leaders, and managers will take place. All management teams would be encouraged to support the change in their actions and behaviors. Further, employees would be given regular updated information as to the progress of the change via inter-office memos and emails. Taking this approach would reduce employee’s anxiety and encourage engagement. Employees must feel a part of the change process in order to eliminate resistance. “The ability to communicate effectively may be the number one management quality” (Roebuck, 2016, p. 5).

Relationship between Resistance to Change and Communication

There is a direct link between resistance to change and communication; in fact, it is one of the main component in an organization’s daily operation of communication.

Channels

The channels selected to communicate are vital in the change process.

According to Akan, Ulker, and Unsar (2016), “Resistance to change is a significant factor that has a direct effect on change efforts” (p. 53). When employees are well-informed about the organizational change process through the proper channels such as face-to-face meetings, emails, memos, and inter-office communication, then, the change process is less resisted. Everything about the change process depends upon selecting the correct communication channels and the effectiveness in the delivery of the messages. Roebuck (2016) expressed, “The ability to communicate effectively may be the number one management quality” (p. 5). Finding the proper methods and selecting the right channels to effectively communicate change in an organization will determine the success or failure of the change. “Communication has crucial impacts within or among workgroups in that organizational communication is a channel to flow information, resources, and even policies” (Akan, Ulker, & Unsar, 2016, p. 54).

Effective Communication

Communication is one of the central components of every organization; therefore, it is clear why communication efficacy has been key to the overall success of organizations. Recent studies conclude that Effective organizational communication is one of the primary determinants of resistance to change. Effective communication is extremely critical during the change process. Ask employees to share stories as well, and use these as the foundation for dialogues that foster greater understanding of the behaviors that you want to encourage and enhance versus those that pose risks (Akan, Ulker, & Unsar, 2016, pp. 53-57).

Three Communication Strategies

Communicate messages clearly. Simple and inspiring messages that are easy to relate to and understand should be delivered to all interested parties that will be affected by the change. Strategy-specific messages linked to your purpose become tools to help employees connect their day-to-day efforts with the aspiration of the company (Roebuck, 2012).

Build and maintain relationships. Building relationships between managers and employees is important. would be by listening, asking questions, mastering nonverbal communication, applying emotional intelligence, effectively addressing conflict; mentoring, coaching, and counseling; and giving feedback (Roebuck, 2012, p 9-10).

Show genuine concern. Showing genuine concern is key; for example, building meaning relationships with employees will be important to the organizations. Leaders must show the people that they genuinely care about them by listening, asking questions, and requesting feedback. When employees feel that management genuinely care about their development and growth, they are more apt to support the decision-makings of their leaders.

A Communication Strategy

Effective communication. Communication should consist of face-to-face meetings, inter-office memos, and emails. Clear messaging will be the focus. Also, all communication would be simple, clear, direct and to the point. In general, effective communication should be done at all levels of management and cohesive in content whenever delivered. Employees should see top executives and all levels of management conforming to the new change. Unity shows strength in the organization. An effective communication strategy is key for an organization because it will determine the success or failure of the change. Bottom line, effective communication is the most important component in the change process.

A Solid Communication Plan

The purpose and identifying the audience. The purpose would be to inform employees and all interested parties as it relates to the progress of the change within the organization. All employees and stakeholder would be the targeted audiences when it comes to communication.

Designing the messages.
Messages would be clear and direct. Keeping employees informed of the progress in the change at every stage is important. Further, employees must take part in the change process; interaction through messaging will be vital in the change process.

Plan for obstacles. Employees will find many reasons to resist change from fear of doing things in a different way to their perception of justice. “Although leaders can’t always make people feel comfortable with change, they can minimize discomfort. “Feedback from resistors can even be helpful in improving the process of gaining acceptance for change” said, Kanter (2012, para. 12).

Build trust and transparency. Building trust between managers and employees will be key to successfully implementing change within an organization. Employees must first believe that Sears is clearly transparent in their best practices. For instance, from sharing the company’s financial report to practicing high ethical standards. When employees trust those in leadership roles to make decisions, change is easier to implement. The organization must build on the change and never let up until the vision becomes a reality. Otherwise, letting up will result in failure of any progress in the change process. Employees need to see consistency in the organization’s actions toward the implementation of the new changes.

Anchoring the plan. The primary objective would be to make the change stick by keep everyone involved and informed of the progress in the change. Also, the new changes would be implemented into policies and procedures. All employees, interest parties, and stakeholders must be able to see regular and updated information on the change process using proper communication channels for the targeted audience. Effective communication is the main component in making change stick in a solid communication plan.

Conclusion

In conclusion, people fear change, and change has considerable impact on people from apathy to aggressive resistance. Organizations must involve people in the change process as early as possible to reduce resistance to change. Additionally, organizations must engage people in each step of the change process; in this way, people are motivated to support change with less resistance. Building trust and effectively communicating with employees would ensure less resistance to the change process. Change is evitable. Change will happen, and so will the reasons for resistance to change.

References

Akan, B., ER Ulker, F., & Unsar, A. S. (2016). The Effect of Organizational Communication towards Resistance to Change: A Case Study in Banking Sector. Economic Review: Journal Of Economics & Business / Ekonomska Revija: Casopis Za Ekonomiju I Biznis, 14(1), 53.

Hodges, J., & Gill, R. (2015). Sustaining Change in Organizations. Thousand Oaks, CA: Sage.

Kanter, R., M., (2012). Ten Reasons People Resist Change. Retrieved from

https://hbr.org/2012/09/ten-reasons-people-resist-chang

.

Paren, J. (2015). Resistance to Change in Organizations. Proceedings of the Multidisciplinary Academic Conference, 1-9.

Roebuck, D. B. (2012). Communication Strategies for Today’s Managerial Leader. [New York, N.Y.] [222 East 46th Street, New York, NY 10017]: Business Expert Press.

Running head: ASSIGNMENT 4 1

ASSIGNMENT 4 2

Assignment 4

Resistance to Change

Daniel Hernandez

Strayer University

HRM560-Managing Organizational Change

Dr. Zakia R. Batchelor

March 3, 2020

Reasons for Resistance to Change

Change means doing things differently. Change produces anxiety, and the mind goes to racing; then, fear sets in. Change is not easy; but it is important and attainable. There are many reasons why people resist change from apathy to aggressive resistance; for example, destructive opposition. Diagnosing the sources of resistance is the first step toward finding the best solutions to address the reasons for resistance to change. The following work uses the Starbuck’s employees to study the issue of resistance to change at workplaces. To start with, the work focuses on the reasons for resistance at Starbucks. There are several reasons why employees at Starbucks resist change due to the following factors, changes to their current assignments, poor communication during change implementation, lack of managerial support, and the fear of change.

Potential Causes of Resistance to Your Change Plan

Some of the significant causes of resistance to change include cultural beliefs, lack of managerial support, and fear of the impacts of change (Hodges, & Gill, 2015). Cultural beliefs cause resistance in an organizational setting whereby the company implements changes that do not accommodate the cultural beliefs and practices of the employees. For instance, change to the dress code may affect some cultures, mainly if the dress code includes short skirts where the majority of employees come from a conservative cultural background.

Another cause of resistance to change is a lack of managerial support. The management should ensure that the employees are able and comfortable to transition with the changes in the organization. For instance, training on the use of new equipment can help employees to move on with change quickly. However, when the management is not supportive, the change implementation process becomes challenging, and employees may lose the job in the course.

Being used to the regular operations creates fear in adjusting to new courses in an organization (Kanter, 2012). For instance, a person who is used to serve coffee may find it hard to work now as a cashier or usher at the company. This means that people fear what change may bring to their regular work schedule and assignments.

Some of the sources of resistance towards change include fear of losing the current job positions; employees are very keen on the kind of changes that take place in an organization. Since they would not support changes that are likely to make them lose their current position. Poor communication is another source of resistance by the employees. People may feel that they were not informed of the initiatives and so they tend to oppose their implementation (vanPletsen, 2017).

When change is mention within an organization, employees’ emotions began to run high and thoughts of doing things a new way consumes their thought process, and they resist change. Additionally, because of fear employees leave the organization. Change is scary and some people will never accept change because they can only see the vison for change from their hilltop. For this reason alone, people resist change. People want to think that they are appreciated and their opinion matters in the organization (vanPletsen, 2017). Therefore, if the management fails to communicate about the chances of the change are that employees may resist as a way of getting back at the management. Besides, being used to a routine may make change implement on quite hectic. For instance, if the employees are used to a specific routine, they may feel that is the nest and hence no need to adapt to new ones. In such cases, implementing changes that interfere with current routines may trigger resistance from the employees.

Plan for Minimizing Possible Resistance to Your Change Management Plan

To ensure that the implementation of the change plan is smooth, and as par, the set objective communication will be necessary. Communication helps in ensuring that every key player is involved in the change implementation process. This means that it is essential to inform all the key stakeholders in ensuring that they are up to date with what is going on and what their roles in ensuring successful change implementation is. Communication during change implementation helps the people feel part of the process, and so they give their best towards the process. Some of the communication strategies that can be applied include face-to-face meetings and phone calls.

Relationship between Resistance to Change and Communication

There is a close link between change management and communication. For the change, the process to be successful communication is relevant. Effective communication strategies and channels should be applied to ensure the success of the communication process. When there is effective communication during a change implementation process, employees are informed of the change objectives and their respective roles (Taylor, 2017). Besides communication, it helps in keeping every key person formed on what is going on about the change initiatives. When employees are well informed about the organizational change process through the proper channels such as face-to-face meetings, emails, memos, and inter-office communication, then the change process is less resisted. Everything about the change process depends upon selecting the correct communication channels and the effectiveness in the delivery of the messages.

Communication Strategies

Clear communication messages- the management should ensure that messages sent to the employees are easy to read and comprehend to give the intended response. Communication is at its best when the recipient gets the message and interprets it as intended by the sender hence the ability to provide a relevant reaction.

Establishing long-lasting relations- the communication strategies should ensure that the management and the employees have a good relationship, which includes vertical communication and gives either party a chance to probe for more information without feeling uncomfortable or too demanding. Long-lasting relationships also thrive through proper conflict management techniques.

Show genuine concern- Showing genuine interest is critical; for example, building meaning relationships with employees will be relevant to the organizations. Leaders must show the people that they genuinely care about them by listening, asking questions, and requesting feedback (Roebuck, 2012). When employees feel that management genuinely cares about their development and growth, they are more apt to support the decision-making of their leaders.

Communication Strategy Recommendation

The most appropriate communication strategy for the Starbucks Company is ensuring feedback during communication. If the management and the employees can send and receive feedback in a good time, it means that employees will have their worries clarified. Both sides benefit from the feedback approach whereby every person can get details they expect to get, and they act on them within the set timeframe and as per the specifications. The communication strategy should use communication channels, which allow quick responses such as face-to-face meetings, phone calls, and emails.

Why the Strategy is best for Your Organization

This communication strategy will work for the Starbucks Company since the primary issue that the employees are not well informed about what is going on in the organization. For instance, most of the significant changes the employees are not included in, which makes them left out (Paren, 2015). However, through a feedback oriented communication strategy, it means that employees will manage to know what is going on in the organization and will have a chance to air their views, opinions, and perspectives about the change initiatives.

Solid Communication Plan

The best approach to ensuring a proper communication plan is to establish a customizable communication system whereby every employee in the company can be contacted directly by the management, supervisor, and fellow employees. The customizable communication system will help in increasing feedback from the involved parties and improve the overall communication efficiency of the system.

References

Hodges, J., & Gill, R. (2015). Sustaining Change in Organizations. Thousand Oaks, CA: Sage.

Kanter, R., M. (2012). Ten Reasons People Resist Change. Retrieved from

https://hbr.org/2012/09/ten-reasons-people-resist-chang

.

Paren, J. (2015). Resistance to Change in Organizations. Proceedings of the Multidisciplinary Academic Conference, 1-9.

Roebuck, D. B. (2012). Communication Strategies for Today’s Managerial Leader. [New York, N.Y.] [222 East 46th Street, New York, NY 10017]: Business Expert Press.

Taylor, K. (2017, March 28). Baristas say that Starbucks is ignoring a huge problem that is impacting sales. Retrieved from a business insider https://www.businessinsider.com/baristas-say-starbucks-ignores-workers-struggles-2017-5?IR=T

vanPletsen, M. (2017, September 11). The 3 Main Types Of Communication Strategies. Retrieved from kraft https://medium.com/kraft-designsmiths/the-3-main-types-of-communication-strategies-208dd9b60372

Running head: 8-STEP MODEL 1

8-STEP MODEL 7

Managing Organizational Change

Student’s name:

Professor’s name:

Course title:

Date:

Managing Organizational Change

The innovation in the business world has lead to quick change in numerous Organizations. So as to stay underway, business associations are confronted with an unavoidable requirement for change. , the business must embrace innovation and procedures so as to manage contenders. Changes figure out which organizations flourish, and that blurs. To impact the move, the organization faces obstruction since you don’t have a clue how to go about it, who to include, and how might this benefit representatives (Burnes, B., and Randall, J. 2015). There exist many theories that try to explain management change, but the outstanding one is Kotter’s 8-step change model. According to Kotter, successful change in an organization such as Sear Roebuck cooperation involves systematic steps. These steps are establishing a sense of urgency, create a coalition, Develop vision and strategy, communicate the vision, empower broad-based action, Generating short-term wins, consolidating gains and producing more change and anchoring new approaches into the society. These steps and their application in management change are discussed below.

Creating a sense of urgency

Intelligence urgency refers to communicating with employees on the importance of acting promptly and without delay. It describes a positive state of mind that managers should evoke to those they lead. It is not a tool of pointing how competitors are better off or showing people poor sales statistics, but, opens a convincing honest dialogue about the internal affairs of the business (Centrella, S. 2019). As a leader of a company such as Sears Roebuck Company, one can do the following to create a sense of urgency: see probable uncertainties and extend proposal of what can take place in future, and also requests outside help from customer and business people to reinforce his case

 

 

 

Creating a coalition 

At this phase of change of an organization, the administration joins a gathering of individuals who have characteristics to lead and can encourage collaboration. A solid group from over the association is a significant instrument for pioneers who are supporting for new change in the organization. Concluding who to remember for the group is additionally significant. A significant instrument in an alliance is decent variety: the group made must contains people who have immense experience, aptitudes, and systems in the business world. Character characteristics likewise assume a basic job in the business condition and influence our day by day exercises and association with others in the association. Childishness and interruptions is a portion of the individual qualities that prevent cooperation, accordingly easing back the procedure of progress. Persuading bunch staff that change is significant takes capable initiative characteristics and noticeable help from the association. So as to make a solid alliance, one needs to spot pioneers and partners who submit one to group fabricating and evaluate the group for more fragile territories.

Vision for change

Change comes about because of the idea that things can be handled differently. Having a clear vision can help employees understand why they have to do this and that in the company. If the workforce sees for themselves what you intend to archive, the directive given tends to make sense and is followed without resistance (Lawrence, P. 2014). What one needs to do in order to archive vision change includes determining the principles that are essential to change, documenting in summary where you see the company in prospect, create strategies to meet objectives in line with the vision, and often memorize you vision speech.

Communicate the vision

There different forms of communication that one can adopt in conversing in a business organization. After you develop a clear vision, you need to communicate it to other personnel in the organization. Since the company has numerous communications, emailing your vision alone is not enough. To effect the change, you must take every chance that comes your way to restate it (Lawrence, P. 2014).To effectively relay your vision change for Sears Roebuck organization, you must: speak in convincingly and persuasively about the vision, attach the idea to every aspect of the company, clearly showcase the difference between the current state of affairs and future expectation as per concept created, and also respond to people issue candidly and publicly.

Remove obstacles

Where a company has been in existence for long, implementing change is always faced with hindrances. This hindrance results from employees, the company’s processes, or the organization’s structure. The vision bearer needs to remove barriers so as to empower and facilitate change move forward on the right track (Goksoy, 2015). To deal with these barriers, one needs to: identify and hire leaders whose work is to deliver change, evaluate organization structure and performance to ensure they are at par with the vision, distinguish and remunerate individuals for building change and take measures to remove the barriers.   

Create short-term wins

Success is the most excellent motivator. Within one year or less, appreciating the type of change you intend, you should be able to point out some achievements that your team can attest to. Devoid of which, critics and pessimistic thinker can ruin your advancement. Creating achievable short term goals is vital in realizing the broad objective (Tang, 2019). Entire labor forces can be motivated by arching short term wins. Here are some means to do this: one is to find a short-term achievable project that needs no sign off from opposition carefully choose targets that can be met- failing at an early stage can negatively impact on the proposed change, and consider rewarding workforce that is important in realizing objectives.

 

Build on change 

Quick wins can mislead you to think that the process of change has been accomplished. Early gains are not enough to sustain change (Burnes, B. & Randall, and J. 2015). To reach the top, you must keep on improving. Thus, to build change on, you must: Scrutinize what was done right and what was inaccurate after each win, the set goal that enhances the momentum you have archived, and bring in more influential change agents.

Anchor the change in cooperate culture

The last step in the change process, as per Kotter’s 8-step model, is to integrate change in the organization’s core. It is vital to make improved efforts in communicating the vision to newly recruited and existing staff members of the organization like Sears. Failure to which, you might end up to where you began. To ensure that the change process remains an integral part of the company, one must talk about progress at every possible opportunity, recognize and reward change agents, and communicate core values of change to new employees.

Conclusion

 All in all, executing change won’t be simple; however, it is achievable and significant. The utilization of Kotter’s 8-Step Model is an incredible structure and manual to lead associations into the fruitful usage of progress. Further, making a desire to move quickly and adequately conveying the visions key and are basic factors in the usage of progress. Similarly significant, imparting the vision effectively gives an image of what the future will resemble after change has been made. Prendergast and Lambert (2014) stated, “Authoritative change is hard on the grounds that you should change something beyond the structure and activities, you have to change individuals’ conduct”. As a last point, following Kotter’s Eight (8) steps procedure will permit the association to adequately impart and make a promising vision that persuades representatives that the future looks more splendid and better with change set up. Accordingly, representatives are currently prepared to grasp, backing, and make alterations that will enable the associations to move into the future without obstruction.

 

References

Burnes, B., & Randall, J. (2015). Perspectives on Change: What Academics, Consultants, and Managers Think About Change. NY: Routledge.

Centrella, S. (2019). Hustle Believe Receive: An 8-Step Plan to Changing Your Life and Living Your Dream. New York, NY: Simon & Schuster.

Lawrence, P. (2014). Leading Change: How Successful Leaders Approach Change Management. London, England: Kogan Pag

Goksoy, A. (2015). Organizational Change Management Strategies in Modern Business. Hershey, PA: IGI Global.

Tang, K. N. (2019). Leadership and Change Management. Basingstoke, PA: Springer.