Require: at least 100 words, and one reference for each Discussion Use APA 7th edition.

Discussion 5-1

Changing Individuals

Individuals form a vital part of every organization. Hence, organizational change should start with the individual employees. It is accurate, as claimed in the video, that organizations only change as far and as fast as the individuals involved. Therefore, managers interested in realizing more remarkable organizational change must trigger a change in the mindset of the individual employees. Most managers overlook the single link involving individual change and often focus on system and process changes when implementing organizational change. By so doing, most managers skip the focus on the individuals responsible for implementing the system, process, and structural changes, hence facilitating the success of the organizational change (Black & Gregersen, 2013). Thus, it is essential for change managers to realize that change starts with one. Such managers should clearly understand the individuals they are interested in changing, the reason for changing them, and how individuals will perceive the change. Managers who fail to see a way through the individuals often fail to achieve the desired organizational change despite pulling all the possible strings.

The success of change initiatives heavily depends on individuals in the change team. Therefore, it is necessary to begin working with individuals as they must commit to the change before the team can spearhead the change initiative. The introduction of any change initiative is likely to receive a mixture of uncertainty and resistance. Higher resistance and uncertainty rates are more likely to sabotage the successful implementation of organizational change. However, putting suitable activities in place can successfully transform uncertainties and resistance into commitments (Deszca et al., 2020). Therefore, leaders should assess how individuals feel about the change and customize change initiatives to align with individual expectations. Once individuals embrace, organizational change initiatives are more likely to be successful. Therefore, organizational change should start with individuals rather than organizational structures, systems, and processes.

The phrase “failure to see” has the most significant impact on me since I believe it to be the most significant obstacle to change. The reason for this is that I must recognize the need for change. Behind the scenes of change, processes are the fundamental aspects of the situation. For instance, before the change can begin, I will need to comprehend the rationale behind why we are making the change.

Because of the inherent unpredictability that accompanies change, any new initiatives must be founded on clearly defined outcomes and objectives. Indicates that obtaining an awareness of the reasons for the change and the direction we are heading will assist us in preparing for the change.

Changes brought about by the application of these principles to the successful project. These guiding concepts are essential to the completion of the project changes successfully. One way to apply the concept of “failure to see” is to educate people about the factors contributing to project changes. Because of this, levels of resistance to the change will decrease, and teamwork will improve in the successful project (Greenwood & Hinings, 2018).

On the other side, “failure to move” is another crucial factor contributing to the project team’s capacity to adapt. This significant component will contribute to developing the project team’s capability to adapt to change (Greenwood & Hinings, 2018). The enhancement of their capabilities will increase the success of the project modification.

Lastly, “finish failure” denotes that the modification to the project must be maintained in order to achieve the best results that may be achieved. The project team must have an understanding of the stages that they are currently going through in the project change processes.

Kotter’s eight-step plan for change implementation is more applicable in the implementation of organizational change that starts with individuals. The model emphasizes the difference between leaders and managers by highlighting that leaders focus on achieving organizational change by motivating individual team members to take action (Laig & Abocejo, 2021). The various steps of the model are primarily focused on involving people in the change process, thereby transforming their mindset. The model suggests that organizational change initiatives should start with creating a sense of urgency that motivates the individuals, triggering their commitment (Laig & Abocejo, 2021). Further, leaders should establish change management teams by identifying critical individual skills necessary for successfully implementing the change initiative. In addition, change managers should be keen to effectively communicate with all the individuals involved in implementing the change initiative, ensuring they understand their roles and updating them on the initiative’s success.

References

Black, J. S., & Gregersen, H. (2013). It starts with one: Changing individuals changes organizations. Pearson Education.

Deszca, G., Ingols, C., & Cawsey, T. F. (2020). Organizational change: An action-oriented toolkit. Sage Publications.

Greenwood, R., & Hinings, C. R. (2018). Understanding strategic change: The contribution of archetypes. Academy of Management Journal, 36(5), 1052-1081. https://doi.org/10.5465/256645

Laig, R. B., & Abocejo, F. T. (2021). Change management process in a mining company: Kotter’s 8-Step change model. Journal of Management, Economics, and Industrial Organization, 31-50. https://doi.org/10.31039/jomeino.2021.5.3.3