LDR 615 Topic 4 DQ 2 Discuss two strategies that can be used for leading change
LDR 615 Topic 4 DQ 2 Discuss two strategies that can be used for leading change
LDR 615 Topic 4 DQ 2 Discuss two strategies that can be used for leading change
A change agent would have a large negative impact if they lacked the requisite skills. I’m sorry to bring up my firm again, but we are the perfect example of a leader without the requisite skills and how that harmed the company. The results of our leader’s efforts to drive change are alarming; there has been a failure to build a vision, a plan, and to foster a sense of urgency.
DQ Describe two approaches for effecting change.
assemble a ruling coalition Leadership communication is lacking. Ineffective communication influenced stakeholders’ perceptions of the new vision. They rejected the new vision, withheld support, and kept out of it because no one cared to solicit their ideas and they knew the leader would carry out the vision whether they agreed with it or not. The root of the difficulties is difficult to identify ( Leadership keeps blaming Covid instead of acknowledging that stakeholders left because they disagreed with the change). The list of problems is unending; it is evident that the outcome is not what the company expected or desired, and because no changes are made, the business continues to go at full speed in the wrong direction. It is only a matter of time before we collide. When these things happen in the “Church Industry,” the organization usually gets absorbed by a larger organization or a larger Church; they lose their name and become another organization, and they fade into history as a nice memory.
Discuss two strategies that can be used for leading change. How do these strategies increase stakeholder support and create momentum for a change initiative to be successful? Why might you want to consider including the most vocal critic of the change initiative in your guiding team?
Topic 4 Summary
Congratulations on making it through the 4th topic of the course! I enjoyed our discussions about traits and skills of successful change agents and dilemmas that are oftentimes experienced by change leaders.
I hope that you found the assignment/presentation involving the creation of an effective change model for your organization to be a valuable activity which reinforced the key learning objectives and better prepared you for the final benchmark assignment in Week 8. I look forward to reviewing your models and presentations and to the remaining 4 weeks of the course.
Also Check Out: Change Initiative: Creating Vision
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Skills Needed to Impact Change
Hello Class,
In your opinion and based upon what you’ve learned this week, how can a lack of needed skills impact a change agent’s actions?
Dr. E,
As leaders we must ensure that our selected change agents have the necessary skills to properly implement the changes. Lack of needed skills can impact a change agent’s actions by not being fully prepared to ensure the vision comes to fruition. If the change agents have an understanding of the vision but not the proper tools to get there that would be a major barrier in the change process. Even if the change agent acts with the best of intentions their actions are not supported by best practice. Therefore, their actions could be detrimental to the entire change process.
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A change agent lacking necessary skills would have a significant negative impact. I hate to bring up my organization again, but we are the perfect example of a leader lacking the necessary skills and the consequences for the organization. Our leader has been attempting to impose change, and the results are concerning; there has been a failure to create a vision, a plan, a sense of urgency, and a guiding coalition. Leadership communicates poorly. The stakeholders’ reaction to the new vision was influenced by a lack of effective communication. They rejected the new vision; they refused to support it and did not participate in it because no one cared to ask for their input and they knew the leader would carry on with the vision whether they liked it or not. There are difficulties in determining the source of the problems ( Leadership keeps blaming Covid instead of acknowledging that stakeholders left because they disagreed with the change). There is a lack of emotional intelligence, and the list goes on; it is clear that the outcome is not what the organization expected or desired, and because no adjustments are made, the organization continues to go full force in the wrong direction. It’s only a matter of time before we crash. When events like this occur in the Church “Industry,” and the organization reaches rock bottom, they are usually absorbed by a larger organization or a larger Church; they lose their name and become another organization, and they become a good memory of the past.
Hello
is essential in any relationship, in my opinion (personal and or professional). Unfortunately, many “leaders” lack the necessary knowledge/training to understand the importance of effective communication. I’ve also encountered “leaders” who were unaware of their positions of authority. I believe they frequently forget they were not always in a position of leadership. Many people tend to bark orders at their followers without considering the bashlash or whether that individual possessed the resources, knowledge, or skillset to successfully complete the task(s). Leaders must communicate in a clear and concise manner. Clear communication results in fewer mishaps (s).
is essential in any relationship, in my opinion (personal and or professional). Unfortunately, many “leaders” lack the necessary knowledge/training to understand the importance of effective communication. I’ve also encountered “leaders” who were unaware of their positions of authority. I believe they frequently forget they were not always in a position of leadership. Many people tend to bark orders at their followers without considering the bashlash or whether that individual possessed the resources, knowledge, or skillset to successfully complete the task(s). Leaders must communicate in a clear and concise manner. Clear communication results in fewer mishaps (s).
While managing change for oneself is difficult, managing change for an organization is even more difficult and requires finesse and technique.
Change management necessitates clear concise communication as a required skill; if the vision, steps, and change process are not communicated, the change will fail or go awry. I also gained organizational, leadership, and understanding of how to sustain change skills. Understanding the skills is one thing, but developing and implementing the skills requires additional training. If a leader is to lead a change but lacks these skills, I believe the leader can learn them if they want to. My organization has little leadership training, but I was able to find areas to improve. I believe that with desire and ability, any leader can learn to lead, but without the skills, change management will be much more difficult or fail entirely.
A lack of skills has a significant influence on change.
Over the last year, I’ve observed that those who were most resistant to change were those who did not believe they possessed the necessary skillset or equipment to perform their job safely.
As we have learned, one of the most significant barriers to embracing change is fear (Kotter & Cohen 2002).
This is common in the healthcare setting.
When policies are changed and more responsibilities are assigned to nursing units, there is almost always opposition. We recently changed our payroll system, and I was one of the managers who was most resistant to the change. It’s a system I’ve never used before, and we only had a brief tutorial. This has resulted in additional time to complete this task, which was initially limited. I’ve been very vocal about the fact that a change of this magnitude necessitates proper education. We must ensure that our employees have all of the necessary skills and education before implementing the change, or we will be setting them up for failure.