Leadership Studies Essay Assignment on Organizational Readiness to Change SLP one

For the Module 3 SLP, you are asked to administer the adapted Organizational Readiness to Change (Climate of Change) to someone you know who has experienced a significant workplace change. As you learned from the Background materials, one of the four factors that may be used to determine the potential success of a significant organizational change is the organization’s culture; that is, the organization’s culture must exist in a state that is ready for, and amenable to, significant change or organizational transformation. For purposes of this SLP, you are free to administer the survey to someone who has experienced either a major (transformational) or minor organizational change. This adapted survey is intended to measure an organization’s readiness to change from the perspective of the organization’s culture. Download the survey: Organizational Change Questionnaire – Climate of Change – Adapted). Following the completion of the survey, respond to the following in a 3- to 4-page paper to include at least 2 scholarly sources from the Module 3 Required or Optional readings list: Identify the nature of the change: What was the change that the organization experienced? Then, identify the change as a minor or major organizational change. Was the organizational change successful? In other words, does the interviewee believe that the organization achieved its stated purpose? Provide the total score and the level of readiness for organizational change. From the perspective of the organization’s culture, what does the interviewee believe was the single, most important characteristic of the organization’s culture that contributed to the success or failure of the change (e.g., open communication/poor communication, high level of trust/mistrust, etc.)? How does this identified characteristic compare with the general responses (and the total score) given by the interviewee? Conclude your SLP by commenting on the extent to which the interviewee’s organizational culture contributed to the success or failure of the change. How do the interviewee’s responses inform (or align with) the success or failure of the organizational change? Required Reading In Module 3, we will discuss the practical steps that should be taken before an organization seeks to undertake a significant change. Bear in mind that there are various forms of organizational change. Indeed, most organizational changes are barely noticeable, going undetected because they consist of non-complex, subtle adjustments (e.g., consider the small changes that organizations routinely make to procedures). Other changes are significant; they are transformative. Often, organizations are required to undergo a major organizational change because of their need to adjust to substantial external environmental threats. (These events may stem from political, social, technological, and economic forces such as vastly increased governmental regulation, the entry of a new competitor into the industry, or an economic recession, for example). At other times, organizations actively choose to undergo some form of significant organizational change because they are aware of opportunities in the external environment; such choices might include new product innovation, the acquisition of another company, or even a merger. Whether the organization is responding to threats or opportunities (or both), the organization is engaged in strategic planning, and changes in organizational strategy constitute major organizational changes. The critical point to be made here is that major organizational changes and organizational transformation are events that place the organization at the very highest of risk. Read Chapter 1 from Anderson and Anderson (2001) about the Drivers of Change: Anderson, D. & Anderson, L. A. (2001). Chapter 1: The drivers of change. In Beyond change management: Advanced strategies for today’s transformational leaders. [Books24x7 version]. Available from the Trident Online Library under Additional Library Resources > Skillsoft Books (BusinessPro and ITPro) Then look through Chapter 2 from Anderson and Anderson (2001) about the three types of change: Anderson, D. & Anderson, L. A. (2001). Chapter 2: Three types of organizational change. In Beyond change management: Advanced strategies for today’s transformational leaders. [Books24x7 version]. Available from the Trident Online Library under Additional Library Resources > Skillsoft Books (BusinessPro and ITPro) As we learned in Modules 1 and 2, significant organizational changes are often cause for resistance on the part of individuals and groups; for the sake of successful change, resistance to change must be managed. The extent to which the change is or is not achieved is the key determinant of whether the change will succeed or is doomed to failure. Because no organization wishes for a significant change to fail, proactive planning and communication are paramount. Today, change is rapid; change is complex. Therefore, change management is complex. As a matter of survival—let alone organizational success—organizations must be adept at change. (Recall from Module 1 how the best of organizations can fail when they neglect to change or adapt to changing environmental conditions.) It is in this context that we turn to discover the steps that must be taken before a significant organizational change is undertaken. Read the following chapters of the following text: Campbell, H. (2014). Managing organizational change: A practical toolkit for leaders. [Books24x7 version]. Available from from the Trident Online Library under Additional Library Resources > Skillsoft Books (BusinessPro and ITPro) Chapter 1: It’s Not Working Chapter 2: The Cycle of Change Chapter 3.1: Culture to Change Chapter 3.2: Capacity to Change Chapter 3.3: Commitment to Change Chapter 3.4: Capability to Change As noted by Campbell, organizations must have the following for change to be successful: Culture (fit) Capacity Commitment Capability We have covered resistance to change in the context of the organization’s need for commitment on the part of individuals and the organization as a collective in Modules 1 and 2. Now let’s review the other three key concepts, beginning with Organizational Culture in greater depth. To start, watch this short video on the importance of culture in the organizational change process: Stewart, Jr., S. (2008). Changing a culture: You can’t do it by yourself [Video]. Books24x7. from the Trident Online Library under Additional Library Resources > Skillsoft Books (BusinessPro and ITPro) Now, watch the video Building Your Capability to Lead Change. Note how many of the characteristics discussed in the video are related to the organization’s culture: Franklin, M. (2014, July 10). Building your capability to change [Video]. Agile CM. https://www.youtube.com/watch?v=dBBboMQxcqk Organizations not only require the capability to change but also the capacity for change. Among other things, “capacity” refers to needed resources as well as the ability of the organization to manage the change without adversely disrupting the organization’s existing operations. Look through Chapter 3.2: Capacity to Change in Campbell (2014), noting the author’s assertion that organizations undergoing significant change must have the following resources to successfully achieve organizational change. These resources are The Right People Money Time Campbell, H. (2014). Chapter 3.2: Capacity to change. In Managing organizational change: A practical toolkit for leaders. [Books24x7 version]. Available from the Trident Online Library under Additional Library Resources > Skillsoft Books (BusinessPro and ITPro) Optional Reading Read Chapters 6, 7, and 8 of the following text: Anderson, D., & Anderson, L. A. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership, (2nd ed.). [Books24x7 version]. Available from the Trident Online Library under Additional Library Resources > Skillsoft Books (BusinessPro and ITPro) These chapters provide an excellent overview of the role that organizational culture plays in organizational change and the organizational transformation processes: Chapter 6: Human Dynamics—From Resistance to Commitment. Chapter 7: The Role and Impact of Mindset Chapter 8: The Role and Impact of Culture Also, look through the following chapters regarding culture and change: Cameron, E., & Green, M. (2012). Making sense of change management: A complete guide to the models, tools and techniques of organizational change, (3rd ed.). [Books24x7 version]. Available from the Trident Online Library under Additional Library Resources > Skillsoft Books (BusinessPro and ITPro) Coleman, S., & Thomas, B. (2017). Organizational change explained: Case studies on transformational change in organizations. [Books24x7 version]. Available from the Trident Online Library under Additional Library Resources > Skillsoft Books (BusinessPro and ITPro)