William Yaw Adufutse XXXXXXXXXX:34pm Aug 12 at 12:34pm Thank you Marcus for the discussion. Indeed for any change that is undertake to be successful, it has to be communicated to the employees. This...

William Yaw Adufutse

Thank you Marcus for the discussion. Indeed for any change that is undertake to be successful, it has to be communicated to the employees. This is important because there has to be a buy-in from the employee. If not the change will not succeed.

So then Marcus, and Class, what is a change agent?

Thanks,

Melanie Pendleton

Discuss how you think a change leader could contribute to the success of organizational change initiatives by re-scripting their own "operative narratives" that provoke unproductive behavior and derail change.

Many people do not like change and will push back when they are met with any change. When leaders see a need for change within the company, first leaders must be totally on board with the change. When leaders agree that the plan the company is putting into place is the right plan, those leaders are more eager to bring the employees into the fold to help implement the change. When a leader is not able to implement changes within themselves those leaders or the leader does not agree with the changes the organization is attempting to implement those leaders will not be able to lead the employees forward towards the organizational change. When a leader is not entirely on board with the company's organizational change plan, those leaders could derail or sabotage the plan (Carucci, 2016). Those same leaders could even get the employees to help sabotage or derail the plans.

When I worked as a deli cook, we made everything from scratch when I first started from our breakfast sausage gravy to the Salisbury steaks. About a year after I started, the owner of the company stepped down and gave the reigns over to his two sons. The boys were all about putting more money in their pockets and not with the quality of the products. The boys switched us from homemade to prefab foods, which the customers noticed right away. Of course, the deli managers tried to talk to the boys explaining what a bad idea it was and that even though they might be saving a little money on supplies, the sales would drop because our regular customers, including any catering customers, would stop using our services. The boys refused to listen, and the deli managers had to implement the change. The organization lost not only business but many of the employees left because of those changes, as well as many other changes that have made the company not a great company to work.

The deli managers at the time of the change while they tried to talk to the leaders, but the leaders just refused to listen. Some of the leaders did refuse to implement the changes and continued to order supplies as they had in the past, which would be an example of unwanted behavior by the leaders. Due to those deli manager's action, the leaders then made it mandatory for all orders to be approved by one of the owners.

How might this lead to positive workplace culture?

Changes within an organization can lead to a positive workplace culture when the changes are warranted as well as when the leader is agreeable to the change (Carucci, 2016). Those types of leaders will encourage the employees to get on board with the changes, and any employee who is not able or willing to change with the company can either be transferred out of the department or let go. Letting employees who are not ready to change with a company leaves room for new employees who are more suited for the company.

Courtney Schoultz

Organizational change is only possible if the leader behind the change supports it. According to Rollins and Peterson (2016), “Leading and implementing change involves setting a direction, having a global focus, being open to new ideas, embracing change, managing conflicts and making things happen” (7). Supporting that change also means conforming to actions or behaviors that embody the goal of said change. If a leader implements an organizational change that impacts everyone but doesn’t show in his or her actions that the change is supported, it will be almost impossible to have subordinates adapt to that change. Leaders need to set the tone of what is expected of each employee to ensure that the goal intended by the change is achieved. In a leadership role, one of the many responsibilities a leader takes on is being a role model. More than likely there will be an employee that is looking to promote within the organization and looks up to that leader for guidance. If that leader is setting the wrong example, then that employee will not gain the skills necessary to promote, especially in a position of leadership. When it comes to implementing organizational change, it is the leader’s responsibility to adapt to the change which sets the right example and provides others with best practices on how to adapt as well. Employees typically have more confidence and respect for a leader that is present and willing to work on the frontline with them. These are actions that will not only create a positive work culture, but it will also make implementing change easier for the leader. If the leader can gain the employee’s buy-in to implement change, change will take place. The employees then could possibly encourage other employees to follow as well making implementing change within an organization a quicker process.

References

Rollins, V. & Peterson, R. (2016). Helping leaders achieve greatness.
London Business School Review,
27(3), 6-7. Retrieved from http://dx.doi.org/10.1111/2057-1615.12127

Catina Artenantmartin

Michael Jackson has a song Man in the Mirror which speaks to thestatement Carucci makes on a leader making changes within themselves, in order to contribute to positive and sustainable change within their organizations. When talking about change, the person that shows up in the mirrored image should be theinitiator. A healthier and more positive work environment can be the perpetual benefit from a self-aware and company-centered leader. This changed leader can usher in a transformative working model that includes continuous change and built-in growth along with opportunity for the organization to remain competitive and productive(Lawler & Worley, 2006).

Continuous improvement organizations containing collaborative thought and teamworkare less afraid of change and more afraid of stagnation. A change leader can lead thechangeand pivotthe course of their organizations unhealthy and unproductive behavior by reflecting inwardly and performing some self-awareness assessments during throughout the process of the organization's transformation. Self-accountability can be uncomfortable and empoweringyetwhen a leader accepts their contribution to the adverse effects their behavior has on an organization, change and transformation can begin (Carucci, 2016).

This self-reflection exercise accompanied with changed behavior of the characteristics that contribute to the toxicity and unproductive workenvironmentwill reestablish the foundation of the organization with the leader’s contribution becoming the cornerstone of change(Carucci, 2016). When a leader isbossing/dictating an organizational change, adoption and consistency is stagnant or non-existentand depending on the leader’scontribution the impact could be reciprocating between leader and team positively or negatively. Knowing more about themselves and how they react, respond and accept change is critical to the success of the transformation and can lead to a positive workplace culture (Carucci, 2016).

From my experience I believe when your leader is a change champion, revolving doors/turnover decreases and innovation and optimization increase. I havebeen a part of both types of organization's and I prefer being led by a self-aware thought-full leader.

References:

Carucci, R. (2016, October 24) Organizations can’t change if leaders can’t change with them. Harvard Business Review. Retrieved from
https://hbr.org/2016/10/organizations-cant-change-if-leaders-cant-change-with-them(Links to an external site.)

Lawler, E.E. & Worley, C.G. (2006).Built to change: How to achieve sustained organizational effectiveness.New York, NY: Jossey-Bass.