Develop specific strategies with supporting tactics to implement positive change within an organization. You may refer to the information that you prepared in Week 5 to complete this assignment
Develop specific strategies with supporting tactics
Purpose of Assessment
Develop specific strategies with supporting tactics to implement positive change within an organization. You may refer to the information that you prepared in Week 5 to complete this assignment, but your submission should add to your prior research and not just copy your Week 5 assignment.
Scenario:
You’ve been hired as a consultant to develop strategies with supporting tactics to implement positive changes in the corporation you chose in Week 5.
Review your analysis of the corporation’s change process from Week 5 to be sure you have a thorough understanding of the change and the need for the change.
Prepare a 12- to 13-slide Change Management Presentation for the company’s Board of Directors. Include the following:
Evaluate why this change needed to occur.
Discuss how this change impacts the company on a global scale.
Discuss how this change impacts employees.
Using Kotter’s 8-Step Change Model, chart strategies and tactics for positively implementing the organizational change. In your chart, complete the following:
Develop strategies for each of the 8 steps in Kotter’s model
Develop tactics to support each strategy
Justify the effectiveness of each strategy and tactic with a rationale.
Conclude your presentation with an explanation of how this positive organizational change will help the company sustain a competitive advantage in the global market.
Put people first
Successful change management prioritizes people. People fuel change and sustain its momentum. Change initiatives fail when the people involved don’t understand, believe in or engage in the change.
Leaders make change easier when they engage employees in the change. Leaders accomplish this through proactive change management communication that creates a desire to change across the workforce.
This aligns with the Prosci change methodology, Beehive’s change model of choice. Prosci’s methodology is based on more than 20 years of research, with 45,000 people trained and certified globally, making it a strong option for global businesses.
Change initiatives will fail if people don’t believe in the change and aren’t mobilized by others to act.
Work with a change management model
Leaders are up against company culture, organizational momentum and human psychology when enacting change. To make change happen, they need the right tools to guide them. Change management models help leaders connect business strategy to action, which increases the likelihood of success.
There are a variety of change management models from which to choose (e.g., Prosci’s ADKAR model, Lewin’s Change Management Model, Kotter’s Change Management Model). Each model varies, but all follow similar core tenants of identifying needs and planning for and implementing change. Prosci’s methodology is Beehive’s change management model of choice because it: 1) blends the psychology of individual change with organizational change, 2) is globally backed with more than 20 years of research and 3) clearly addresses the role of communication in change.
Empower employees through communication
Communication is an essential part of effectively managing organizational change. A vision for change is only as powerful as the communication that supports it. Effective change management communication provides clarity for why the change is needed and mobilizes employees with a sense of urgency for the change. Companies fail to drive meaningful change when they fail to communicate.
Change management communication isn’t a one-time transfer of information. It requires commitment, clarity and consistency. It should engage employees through two-way communication methods like surveys, focus groups and informal feedback collection. When leadership involves employees, they feel valued. When employees feel valued, they are more likely to embrace change and participate in making it happen.
Two-way communication also helps leaders identify barriers to change before they become a problem. Proactively identifying barriers can enable the organization to respond to and dissolve issues that create change resistance.
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