Leading Change
- Vision is an act of aspiring to achieve or accomplish an objective either in the mid-term or long-term view. It serves as a guide to choosing the current or future course of action for a given organization (Fui-Hoon Nah, Lee-Shang Lau, & Kuang, 2001). Vision provides organizations with a sense of purpose and endurance to undergo the different challenges in their business world. Resistance to change in the workplace may threaten to derail even a positive change effort meant for the business to thrive. Change is a continuous process, especially in the life of any business organization. The vision describes the purpose of the organization and as such is the overall base that guides most institutions. A successful change involves a continuous reminder of the vision which acts as empowerment in the case of failures along the way. Visions empower and encourage leaders together with the workers to embrace change and how better to handle the different changes.
- A vision for change usually includes revealing a strategic plan which acts as a guide to achieving the set goal which is vision (Lewis, Schmisseur, Stephens, & Weir, 2006). A shared vision helps the employees to feel invested in the organizational changes and are most likely to stay motivated and as a result higher productivity is achieved. It acts as a bond that directs workers to work towards achieving a set goal. Resistance to change is a common behavior in human beings and at times may hinder development intended to improve production in the market. Trust is a key factor in ensuring employee focus and belief in the changes that are occurring. Thus, it is important to make the employees believe in what the change stands for, and as a result, it ensures the successful implementation of changes and ultimately success.
References
Cole, M. S., Harris, S. G., & Bernerth, J. B. (2006). Exploring the implications of vision, appropriateness, and execution of organizational change. Leadership & Organization Development Journal, 27(5), 352-367.
Fui-Hoon Nah, F., Lee-Shang Lau, J., & Kuang, J. (2001). Critical factors for successful implementation of enterprise systems. Business process management journal, 7(3), 285-296.
Gill, R. (2002). Change management–or change leadership? ournal of change management, 3(4), 307-318.
Kaplan, R. S., & Norton, D. P. (2011). Leading change with the balanced scorecard. Financial Executive, 17(6), 64-64.
Lewis, L. K., Schmisseur, A. M., Stephens, K. K., & Weir, K. E. (2006). Advice on communicating during organizational change: The content of popular press books. The Journal of Business Communication, 43(2), 113-137.
Paglis, L. L., & Green, S. G. (2002). Leadership self‐efficacy and managers’ motivation for leading change. ournal of organizational behavior, 23(2), 215-235.
Quinn, R. E. (2011). Building the bridge as you walk on it: A guide for leading change (Vol. 204). Hoboken, New Jersey: John Wiley & Sons.