IT IS VERY IMPORTANT TO READ THE
INSTRUCTIONS!!! THIS IS DOCTORAL WORK. Turnitin and Waypoint are being used to check for plagiarism, and please use APA format. Please pay close attention I NEED INSTRUCTIONS TO BE READ THROUGHLY AND FOLLOWED, to plagiarism, it's not tolerated. make sure to use in-text citations demonstrating that I am citing my references. Please do not use fake references, this instructor will check, and this instructor will check Please keep plagiarism under! 0% or lower. VERY IMPORTANT. Let’s make sure all questions are covered and answered.
Evaluating and Sustaining Change [WLOs: 1 and 3] [CLOs: 3 and 4] Prior to beginning work on this discussion forum, read Chapters 13 and 14 of the textbook. Today’s organizations must constantly change and adapt to remain agile and keep up with the competition, changing cultural events, and environmental challenges. Respond to the following thoughts regarding sustainability: · Is there any value in the concept of sustaining change? · Argue the return on investment for consultant-driven change. · What other methods to sustain change have you seen? Your initial post must be specific, significant, and at least 250 words. You must support your post with at least two credible resources in addition to the course text to defend your understanding of the sustainability of change and the evaluation process. Use the Scholarly, Peer-Reviewed, and Other Credible Sources Summary In this chapter we have introduced major concepts in organization design and culture interventions. Culture consists of both visible artifacts such as architecture and styles of dress, and it also is reflected in less tangible ways including patterns of language and tacit values. The Competing Values Framework is one way of conducting a cultural assessment as a precursor to a change initiative. Organization design both affects and reflects culture, and using models such as the STAR model can help leaders examine alignment among an organization’s strategy, structure, processes and lateral capability, rewards, and people practices. As leaders continue to seek opportunities to innovate in organization design and culture to achieve a competitive advantage, knowledge of these areas will remain important for OD practitioners. Summary The final stages of the organization development process involve developing a process to sustain the change, evaluating the change, and exiting the engagement. Each of these steps involves the change agent gradually developing opportunities for the organization to maintain the momentum that ideally was achieved during the intervention process and to assume full ownership of the change process so that the change agent can separate from the environment. Sustaining change involves creating systems, structures, or processes so that relapse to the “old ways” of doing things is prevented. Barriers to implementing the change need to be understood and removed, and periodic opportunities to discuss, review, assess, and renew the change need to be put into place. Evaluating the engagement involves assessing the process and outcomes that the intervention strategy attempted to address, and it is best thought of as another data gathering stage that both looks back on what was achieved and looks forward to gather feedback that can lead to new interventions or future changes. Last, all engagements come to an end. Ending meetings can provide an explicit opportunity to assess the engagement and discuss what was learned and accomplished. Ethically separating with integrity involves assessing one’s motivation for ending to ensure that it happens neither before the client is truly ready (to avoid leaving the client without skills to appropriately manage the change) nor too late so that it lingers and encourages the change agent or client to become dependent on the other.