Respond To Two (2) Colleagues D1W2 Walden Respond to two (2) Colleagues D1W2   “see attachment for detail instructions”:  * 3 – 4 paragraphs per colleague

Respond To Two (2) Colleagues D1W2 Walden Respond to two (2) Colleagues D1W2   “see attachment for detail instructions”: 

* 3 – 4 paragraphs per colleague

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Respond To Two (2) Colleagues D1W2 Walden Respond to two (2) Colleagues D1W2   “see attachment for detail instructions”: 

* 3 – 4 paragraphs per colleagues 

* No plagiarism

* APA citing  

** 48 hours ** Week 1 Discussion 2:
Change Happens
Some people enjoy the challenges and creativity provided by constantly changing circumstances. However, for many individuals, change has a negative connotation and is laden with risk and uncertainty. Yet in today’s workplace, change has become a standard component. As discussed in this week’s resources, having a process in place to address change, whether it is anticipated or unplanned, helps to ensure its success.

Prior to responding to colleague review the following Learning resources:

Appelbaum, S. H., Profka, E., Depta, A. M., & Petrynski, B. (2018). Impact of business model change on organizational success. Industrial & Commercial Training, 50(2), 41. doi:10.1108/ICT-07-2017-0058 See attachment

Beer, M., & Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133–141. See attachment

Mathur, A (2013). Employee motivations, adjustment and values as correlates of organizational change. Review of HRM, 2,35-60 See attachment


Respond to at least two of your peers’ postings in one or more of the following ways:

· Compare your example to what your colleague presented and discuss how the similarities and differences further shape your thinking about change.

· Offer ways you think following Kotter’s eight stages happened in your colleague’s example or the potential benefits if this process was more evident.

· Compare your approach to managing and leading change to what your colleague presented and how those help you further your own thinking about how you will manage or lead change.

· Examine what your colleague presented about how the type of change impacts the change process, and offer an example that you think illustrates your colleague’s position or extend your colleague’s thinking by providing additional insights.

· 3 – 4 paragraph responses per each colleague

No plagiarism

APA citing

24 hours

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1st Colleague – Kristen Springer

RE: Discussion 2 – Week 1

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      About five years ago my team was surprised with a new Chief Information Officer (CIO) who would become our new boss in the middle of a huge computer upgrade project.  His personality was bold; He was extremely different from our previous timid CIO.  The new CIO had previously been a Navy Intelligence Officer.  He may have done an excellent job in that earlier role, but from the very beginning he clearly did not understand the intricacies of an Information Technology Department (I.T.) in a patient care setting.  One of the first things that he did which I initially thought went well, was to meet with the entire I.T. staff individually.  It felt really nice to have one on one time with the new manager.  He seemed interested in us which gave us all hope of good new beginnings since we were all sad and confused about seeing the old CIO fired.  Next, the new CIO set up his office with a standing as well as a sitting desk.  He included a table, had the office painted, and added new furniture.  Then he went to Arizona to a conference.  When he returned, he immediately emptied the office and made it a conference room.  He said he would not need an office but would be mobile.  This knee-jerk behavior was the first sign that something was amiss. We were told that all of the walls would be taken down and we would work in pods.  There were intense meetings where we were told to keep our jobs, we must receive higher education and numerous certificates. We were constantly being told that change was coming and if we didn’t like it, we could leave.  Questioning him or sharing information ended by being sent to the Human Resources department.  Human Resources were not helpful when we expressed our concerns. People began to really shut down and most real work ceased.
            “Without a well-managed process, careful selection of initial projects, and fast enough successes, the cynics and skeptics can sink any effort” (Kotter, p.5, 2002,). The new coercive CIO took quick rash steps and it angered our team rather than empower them.  The sense of urgency was not toward change, but finding a way out, or a new job.  Even though the new CIO met with us individually, he never actually listened to us.  We expressed how difficult it would be to hold phone calls, work on complicated programming, and conduct private meetings in his open-spaced concept yet he continued to trudge forward on his own ideas of how to “fix” our department.  He never got the backing from any team member. 
            Examining this years later, I realize he was striving for a transformational change.  He wanted our I.T. department to represent a completely different model where we collaborated and were cross-trained.  He had a vision but since he came at us without a clear plan, it felt unknown and extremely unwelcome.  While Change Management is keeping things under control, Change Leadership is a transformation or creating a vision (Kotter,2011).  My thought now is that the leader was using change management tactics, but he had a vision and should have spent some time learning how to execute this vision into strong change leadership.  His plan completely failed.  No walls were knocked down, no collaboration occurred, and his reorganization didn’t work because all but four out of 30 employees left the department If the new CIO had followed these steps, the outcome could have been much different:
1. Create a sense of urgency, explain what was wrong with our department
2. Make a small team excited
3. Take some time to develop a strategy
4. Then… communicate the change
5. Empower people, rather than scare them
6. Be happy with some small wins when we actually could not knock down walls due to budget constraints
7. Consolidate and produce more desired change communicated by the team
8. Let the change become the norm (Kotter, 2002)
            I can see clearly now that in this transitional change, the new CIO skipped ahead to step 4.  When I am in the position to implement needed change, I will be sure not to rush the change leadership process, but instead, take time on these crucial steps.  I want to ensure the team is heard and can actively be on board.
Appelbaum, S. H., Profka, E., Depta, A. M., & Petrynski, B. (2018). Impact of business model change on organizational success. Industrial       & Commercial Training, 50(2), 41. doi:10.1108/ICT-07-2017-0058
Kotter, J. P. (2011). Change management vs. change leadership — What’s the difference? 
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard  Business Review Press.
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2nd Colleague – Sandra Patterson

RE: Discussion 2 – Week 1

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As I consider the concept of change, how it occurs and why, I am reminded that change is inevitable. Changing organizations involve building a network of relationships between organizational entities that are shaped to contribute toward a goal of change. (Mathur, 2013) Change is constantly present in today’s changing world. Change management is managing the process of implementing major changes in information technology, business processes, organizational structures and job assessments in order to reduce the risks and costs of change. (Mathur, 2013) Change management’s aim is to explain why change happens, how it happens and what is needed to make change more positive. The main focus of organizational change management is in people because they cause the success of change. As we have seen so far, organizations cannot avoid change if their goal is to be successful. Therefore the main reasons why people and organizations change is because a crisis pushes a change to start and as a result an opportunity pulls toward the change. (Mathur, 2013)
The main types of change are developmental, transitional and transformational. The Developmental change involves the improvement of a skill, method or performance. Transitional change replaces existing actions with something entirely different. For example, when leaders realize that a problem exists, transitional change begins. This transitional phase is needed to move from old ways of operating to the new. (Mathur, 2013) The transitional change is perceived as a project that has a specific timeline and limited budget. In transformational change, cultural and human issues are more dominant than in transitional change. Transformational change requires culture, behavior and mindset to shift in order to change the organization. So if the organization has to change before its destination can be defined, then that is when the change is transformational. Transformational change is more complex because it requires more significant changes in the environment and marketplace; it also needs people’s mind-sets to go through profound shifts. (Mathur, 2013)
As I ponder and think about my community at large and the types of changes that I have seen take place or need to take place, I am observing that since my community at large now operates virtually, many people have been affected by these changes yet they have also accepted and welcomed it. (Mathur, 2013) When I think about this change process and the wrong things that could occur, I am led to conclude that as a result of living in a virtual world people will forget that the internet cannot replace intuition, kindness, respect, and compassion. As a result, if we consider this reality, then serious organization difficulties can be avoided if the change process is reported and handled before a crisis is reached. (Mathur, 2013) As we move toward such changes we need to remember that humans have 6 core human needs. These needs are security, connection, order, competence and fairness. These core needs are ego’s ways to control that everything is okay. During change, the ego reacts based on the core needs. As we blend the reality of virtual living and core human needs let us remember that these 6 core human needs may create different reactions so that’s why we need to carefully blend virtual living and the reality of living. (Mathur, 2013) Furthermore, it’s also important to remember that motivation is a widely explored subject that parallels with change. Appelbaum (2018) reminds us that motivated employees are more productive, and he points out that organizational research shows that there’s a positive relationship between employee satisfaction and productivity; it also produces economic benefits.
Appelbaum, S. (2018) “Impact of Business Model Change on Organizational Success“, 50(2), 41.

Mathur, A. (2013) Employee Motivation, adjustment and values as correlates of Organizational Change. Review of HRM, 2, pp.35-60,>handle
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