Week 6 Discussion Notes

Week 6 Discussion Notes - Week 6 Discussion Notes: What...

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Week 6 Discussion Notes: What actions do leaders need to take to drive and sustain organizational change? The first three stages of large – scale change – recognition, developing a shared vision, and implementation – require incredible amounts of time and energy. Yet even after implementation is well under way, the change cycle is far from over. In fact, some of the most difficult work still lies ahead in the two final stages: consolidating and sustaining change. (p 249, Nadler) If the organizational change is to succeed over the long haul; it has to be incorporated into the very fiber of the enterprise. And for that to happen, managers outside the senior team have to step up and assume a major portion of the load. (p 250) Three basic issues managers have to address during the consolidation stage: (1) Assessment: Developing systematic ways to monitor the progress of the change and to rigorously measure what is working and what isn’t; (2) Refinement: Determining how the change agenda should be fine-tuned to encourage the successes and deal with the failures uncovered by the assessment and to compensate for new shifts in the external environment; (3) Baking In: Incorporating the change into both the formal structures and processes and the informal operating environment, so that over time the once – revolutionary elements of the change agenda are perceived routinely as “the way we do things around here”. (p 251) Drive Change: Learning – both individuals and organizational – is at the core of leading change. Beyond that, they understand the importance of helping the people around them – both individually and collectively – benefit from the same kind of learning. They also understand that learning doesn’t just happen; there’s nothing automatic about it. (p 289) Successful organizations make change work by engaging themselves in a continuous process of collective learning – of experimenting with new ideas, products, and processes; analyzing both successes and failures; and using that new knowledge to reexamine practices and beliefs in order to replicate what worked and avoid repeating what didn’t. (p 290) For executives running the organization and driving change, the issues are challenging and complex. For managers at every level within organizations buffeted by change, the issues are intensely personal. (p 291) In the majority of cases, however, managers probably won’t consider the impending changes adhorrent, repugnant, or disastrous – just different, unsettling, and perhaps a little scary. At that point managers must look within themselves and develop their own personal strategies. They must arrive at a firm conclusion about what kind of leadership role they intend to play. (p 292) In more concrete terms, managers at all levels can solidify their role as active supporters and drivers of change through a number of day – to – day leadership practices. (see figure 14.1: Change Management Practices below)(p
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This note was uploaded on 01/15/2012 for the course BUSI 3003-5 taught by Professor Ralph during the Winter '11 term at Walden University.

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Week 6 Discussion Notes - Week 6 Discussion Notes: What...

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