In identifying how the organisation can successfully

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in identifying how the organisation can successfully move towards integration and develop a plan of activities and processes to effect the change. (1) Leaders should also recognise that while staff are going through the change process, productivity may drop – although, conversely, the change can sometimes inspire staff to work harder. (1) The Kubler Ross phases of change can also be usefully referenced by candidates. The five phases – denial, anger, bargaining, depression and acceptance- can be applied to staff reactions and should be acknowledged by leaders as legitimate reactions to the changes proposed. The response of the leader will be different at each stage. (1) Where staff are in
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SL Examination Guide June 2015 Page 8 denial about the change, leaders may want to spend more time communicating the benefits of the proposed change and asking for input from staff about how it might look in the future. (1) At some point, the leadership may have to make it absolutely clear that the change is happening but should avoid issuing any kind of ultimatum about what would happen if staff don’t embrace the change. Anger can be met with reasoned assurances about the future and by giving staff an opportunity to voice their anger. (1) It may be that some common ground can be found if leaders and staff communicate properly. Bargaining can indicate the beginning of acceptance of change and the recognition that change can be positive. (1) However, staff may try to push too far and view it as a failure is their bargaining fails. During this stage, leaders should demonstrate a willingness to listen and consider and should give sound business reasons why some demands may not be met but should give credence to reasonable requests. (1) Depression follows, when staff recognise that the change is going to happen whatever they think of it – during this phase, it is important that leaders keep the channels of communication open and recognise that depression can lead to a drop in performance. (1) The final stage is acceptance, where staff work with the change and make it work. This is where leaders can share success stories, thank staff for their support of the change and ask for suggestions for continued improvement. (1) Throughout the whole change cycle, it is vital that leadership and staff are able to speak honestly to each other, without fear of reprisals on either side. Again, communication skills are essential for the success of any change project. Credit will be given for other relevant and well-argued analysis. ( 15) (30)
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SL Examination Guide June 2015 Page 9 Examiner’s comments on question 1 This question was generally well answered, and usually the stronger of Section A answers submitted and a small number of candidates produced outstanding answers.
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