HELP NEEDED IN 48 HOURS FORCEF DUE IN 48 HOURS INSTRUCTIONS ATTACHED Force-Field Analysis Describe the concept of force-field analysis and the forces that

HELP NEEDED IN 48 HOURS FORCEF DUE IN 48 HOURS

INSTRUCTIONS ATTACHED Force-Field Analysis
Describe the concept of force-field analysis and the forces that

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HELP NEEDED IN 48 HOURS FORCEF DUE IN 48 HOURS

INSTRUCTIONS ATTACHED Force-Field Analysis
Describe the concept of force-field analysis and the forces that either drive or restrain the change process. Using the force-field analysis model, discuss a change initiative that you are familiar with, and define the key driving forces and key restraining forces that impact the change.
Your paper should be three to four pages in length (excluding the title and reference pages). Your paper must be formatted according to APA style as outlined in the Writing Center, and it must include in-text citations and references for at least two scholarly sources from the University of Arizona Global Campus Library, in addition to the course text

Required Resources

Text

Palmer, I., Dunford, R., & Buchanan, D. (2022). 
Managing organizational change: A multiple perspectives approach (4th ed.). McGraw-Hill Education.
· Chapter 3: Why Change? Contemporary Pressures and Drivers
· Chapter 4: What Change? A Diagnostic Approach
 
Recommended Resources

Articles

Cronshaw, S., & McCulloch, A. (2008). Reinstating the Lewinian vision: From force field analysis to organization field assessment. Organization Development Journal, 26(4), 89-103. Retrieved from the ProQuest database.
· This article takes a critical look at the concepts of force-field analysis and a reconstruct of the process for a great effectiveness
Johnson, E. (2021, April 29). How corporate stances on social issues affect the workplace culture. (Links to an external site.)
 Forbes. https://www.forbes.com/sites/forbeseq/2021/04/29/how-corporate-stances-on-social-issues-affect-the-workplace-culture/?sh=d06448f7a57d
· This article takes analyses cultural issues impacting organizations and the workforce and possible actions corporations can consider for the purpose of being more responsive.
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Kee, J. E., & Newcomer, K. E. (2008). Why do change efforts fail? Public Manager, 37(3), 5-12. Retrieved from the ProQuest database.
· This article reviews the concepts of failing change efforts and the leadership behaviors that facilitate the shortcomings.
Langley, A., Smallman, C., Tsoukas, H., & Van De Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy Of Management Journal, 56(1), 1-13. Retrieved from the EBSCOhost database.
· This article focuses on the process of change and how and why things develop, emerge, grow or end over a period of time.
Paquin, J. P., & Koplyay, T. (2007). Force field analysis and strategic management: A dynamic approach. Engineering Management Journal, 19(1), 28-37. Retrieved from the ProQuest database.
· This article takes a critical look at strategic management and the impact on the organizations. The content reviews the dynamic of stale versus aggressive change management strategies.
Redstone, I. (2020, June 22). Ideological diversity in the workplace in this time of social change (Links to an external site.)
. Forbes.
https://www.forbes.com/sites/ilanaredstone/2020/06/22/ideological-diversity-in-the-workplace-in-this-time-of-social-change/?sh=6776bf857731
· This article focuses on the various considerations that organizations may have in instituting policies that respond to changes occurring in society.
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Multimedia

Kyredis, K., & Breitenmoser, K. (Producers). (2008). 
Managing change in a large organization (Links to an external site.)

 [Video file]. Retrieved from the Films On Demand database.
· This video provides a detailed look at the stages of change and the factors that shape the need for change.

Week 2 Lecture

Our change challenges this week focus on the evaluation and analysis of change processes and those fundamentally responsible for the process. The overall idea is about the actions of leading change and where effective change begins. Is change about the ideas for change or the actions for change? Where does the importance lie within the organization? And once again, how does on move from setting the goals of change to achieving a successful change outcome?

The pressures of change come from a multitude of internal and external sources at varying levels of urgency. Some change requires specific planning and development for implementation and facilitation. There are other change dynamics that require rapid action with sustainable results.  Understanding the drivers of change helps the leader to formulate the proper actions and process for the change initiative.

According to Tichacek (2006), the first step to change management should be to clearly define the reason behind the change. So, what are some of the pressures and considerations that drive change? Well, consider competition and the environment. The savvy organization must always be mindful of the competition and the strategies used to gain market share and be profitable. Without a proper change strategy, the organization could find itself falling behind in the marketplace. The environment, along with industrial and governmental regulations, plays a vital role in the overall success and profitability of the company. Being mindful of and developing strategic actions to review and deploy change procedures to meet the requirements in both the marketplace and the environment help the organization succeed.

Other variables to change might include the culture, product revision, a change of vision, or a change of leadership. Perhaps it is part of the long-term strategic plan for the organization to make a specific change at a specific time. Whatever the reason, we know that change is inevitable and must be treated as an important action within the organization. Consideration should also be given to the language of change. Rather than just enforcing change, is it possible to dialogue a revision, a transformation, or possibly a modification to the current operation (Tichacek, 2006)? Could the dialogue help make the actual change palatable?

Understanding the drivers of change helps to formulate the diagnostic tools needed to evaluate and analyze the change process. While there are numerous models to facilitate the change process, it is important to know that there are core aspects for successful change. Does the change require a top-down movement or a levelized buy-in from all participants and shareholders? Once the total change package is defined the change tool or change model required to design, implement, and facilitate change will be easier to determine.

Without a doubt, as we review the topics for this week we recognize that change requires both input and action from all parties. Developing long term and sustainable change requires a clear understanding of the reasons behind the change and the actions and behaviors required to implement the change. Once the guidelines and the roles are established, the change initiative itself becomes more personal, therefore developing ownership among the participants.

Forbes School of Business Faculty

References:

Hayward, N., Breitenmoser, K. (Directors), & Kyredis, K. (Writer). (2008). Managing change in a large organization [Video file]. Retrieved from https://fod.infobase.com/OnDemandEmbed.aspx?token=40231&wID=100753&plt=FOD&loid=0&w=640&h=480&fWidth=660&fHeight=530

Tichacek, R. L. (2006). “Root causes”: The six reasons for CHANGE. International Transactions. 1-7.5. Retrieved from ProQuest Database.

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