A Reflection on Managing Organisational and Personal Change and it s Implications for Organisational Practice 11005385
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A Reflection on Managing Organisational and Personal Change and it’s Implications for Organisational Practice
Table of Contents
Personal experience of change 2-5
Organisational experience of change 6-9
Personal Experience of Change
From my early teenage years I became increasingly interested in a career in Journalism, thus, after completing my A –Levels and a lengthy UCAS process I was offered a place at UWE to study Journalism.
My personal experience of change happened soon after moving to Bristol, and a few weeks into my university course I became disinterested – realising that my expectations of what a degree in Journalism would entail, actually couldn’t…show more content… This period of change came before acceptance (Kubler-Ross) and therefore is more applicable to my change journey at this stage. Satir’s (1991) study found that during the stage of “chaos (Satir)/depression (Kubler-Ross)/realization (Menninger)” a transforming idea is sought. In my case, discussing my options with a student advisor enabled this to happen. The ‘empathic support’ I received was a turning point, rather than my previous sense of loss, I suddenly had options to consider – rather than completely dropping out of university I could enroll on a new course immediately, or put my place at UWE on hold and defer for a year.
Three weeks later, I reached what Kubler-Ross, Adams Hayes and Hopson’s (1976) and Menninger term as ‘acceptance’, although this is not ‘necessarily a happy stage’ (Cameron and Green, 2012) for my change journey it was, I was able to have time to reflect on my options and I was fully in touch with my cognitive brain. I felt prepared, and ready to start my new challenge – I decided to defer my university place for a year with the aim to re enroll on a Business course in September 2012.
The performance of the Kubler-Ross model is limited to my change as it ends