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qbzvab2012

Business Finance

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Below are 6 discussion questions. Each questions need at least one reference and be at least 250-300 words.

  1. What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization? What strategies can leaders use to work with stakeholders, remove obstacles, and address objections?
  2. Describe an ethical dilemma that you experienced, or have witnessed in a change leader, when attempting to initiate change. How was the ethical dilemma resolved? What can a change leader use to guide decision making when faced with an ethical dilemma?
  3. Discuss the importance of identifying and acknowledging short-term wins during change. What types of short-term wins are most meaningful? Why?
  4. During a change initiative, what can organizations use to identify or verify truly objective and measureable success? What does your organization utilize to measure its level of success?
  5. Consider an organization in your field or industry. Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees. Describe three factors to consider when making sure that the changes made become permanently imbedded in the organization's culture.
  6. What is your reaction to change in your personal history? What personal tools do you implement to help yourself navigate change?

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Explanation & Answer

Here we go!

Surname 1

Student’s Name
Institution
Course
Date
Organization Change
Obstacles faced by leaders when implementing change
In the face of change comes, resistance is a common tone. Stakeholders are always adamant
refraining from articulating with the change being implemented for the sake of sticking with the status
quo. This attitude comes as no surprise since is change requires certain adjustments and realignments
away from the normal routine. It would be not at the best of stakeholder’s interest to refrain from
change; rather the shift from the norm is what constitutes this resistance. A common phenomenon of
obstacles of change that leaders have to deal with may include among other; communication meltdown,
fear of the unknown, undue complexity, and ineffective leadership (Argyris, 265).
However, it is the responsibility of the leader to ensure the right framework is set in place to
curb resistance among the stakeholders. If the leader has to make the implementation process become
part and duty of every stakeholder, then there is a dire need of laying out this strategy to see off the
challenges and obstacles to change. A shrewd leader would ensure that the strategy is pinned on to key
items of unifying stakeholders with communication being the most paramount among any other
options. Good communication ensures that the leadership is well understood in clear terms on what is
to be affected, and by whom. The strategy should be strictly focusing on the objective results of the
change. While this focus may seem an easy and straightforward thing to implement, it should be noted
that stakeholders are always comfortable with the status quo, thus, the new objectives should be made
the primary ideas to be enshrined amongst them through the leadership.
Ethical Dilemmas associated with change
At a certain point, change is inevitable any organization. Change serves to adjust and shift focus
to invite new perspectives within the framework of operations. There are agents of change that
facilitate the process of formulating and implementing the desired change. These agents of change can
be either internal or external. External change agents are sources from outside the organization by
either a contract of a certain form of agreement between the executive and the agent, while internal
agents of change are structured within the organization's departments. The leadership may choose to
employ either of the change agents or a hybrid of the two could still be favored for better analysis of the
change factors.
An ethical issue could be presented when the external agents of change do no conform to the
bases of change been advanced by the executive. This is a common issue that the executive may find

Surname 2

itself handling since the external agent’s analysis could either be manipulated to articulate with the
outlined agenda. Thus, misconstruction of the scope of change is purposely done to ensure the
executive agenda is well protected. The agent’s analysis could have pointed out at the poor
performance of the employees due to the metrics that suffocate employee’s efforts, but this could be
manipulated as just poor performance due to laziness by the employees (Arthur, et al., 396). With
change being rarely a voluntary concept, employees will be required to conform to the change,
therefore, creating an ethical dilemma within the leadership when conforming to the changes. This
scenario can be avoided if the leadership refrains from cushioning its agenda and initiate change from
the top level downwards.
Small wins concept
Change is a process that requires progress as a measure of its success. The success of change is
measured by a combination of small wins that ought to have been achieved within a certain time frame.
This combination of small amounts of success helps in keeping the change process on track. Given the
vastness of change initiative, agents of the same may fail to notice how fast the small wins are been
gained. It would essential to understand that every plus towards the initiative of change is a win for the
organization. Thus, there is no single important small win since it is the combination of those small wins
that amount to the general success of the initiative. Each win represents a certain amount of effort that
is paying off in aiding the initiative towards the realization of the big success (Rhatigan, 22).
Every bit of small win is crucial towards the reali...


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