Emotional Response To Change

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

And so far all 20 managers have been aware of this change project. At Week 16, I provided internal skill- building to show those who are willing to change the way to adopt this project, and I made 1 person enter the trial stage. At week 18 I decided to issue an e-mail notice, by now they should pay some attention to the context of this e-mail, and it made 1 person entered the interest stage. At week 19, I conducted a pilot project, hoping to achieve a short-term win that can nourish faith in the change efforts, and the results are that 1 person entered the interest stage, 1 person entered the trail stage and first person entered the adoption stage. At week 25, I conduct private interviews again and made 1 person enter the interest stage. And week 26, I privately confront resister Pal D’Arcy hoping that he may change his mind, but he didn’t. At week 27, I walked the talk and show them the actions aligned with the change initiative, and make 3 people enter the interest stage and 4 people enter the trial stage. At week 29, I recognized an adopter and hoping this would have an influence on others, but it only made one person enter the interest stage. At week 32,

| One of the main learning points that I read was that communication needed to be thorough and maintained through the course of the changes to ensure that complacency didn’t set in or any regression in the implementation of the changes. Another is that consideration should be given to the concerns of the individuals that will be directly affected.  It is important to note these because these are sometimes the breaking points for an unsuccessful implementation. Especially considering the individuals affected, it so simple just a little extra time understanding how and what the change will affect will ease the process in the

Anand, N. & Nicholson, N. (2001), _Change: How to Adapt and Transform the Business (Decision Makers)_. London: Thomas Learning. Pp. 46, 71, 99.

Lady Macbeth’s Monologue in scene five of act one exemplifies Lady Macbeth’s hidden ambitions for herself and her husband, and also reveals Lady Macbeth’s opinions of her husband. Lady Macbeth’s powerful word choice in the lines “Glamis thou art, and Cawdor; shalt be what thou art promised,” (1.5.15-16) illuminates how Lady Macbeth has ambition to seize her own goals. Instead of saying that Macbeth might be king if the prophecy comes true, she says that he will be king, because it is what he was promised by the witches. The powerful word choice that Lady Macbeth uses not only reveals Lady Macbeth’s own ambitions - that she and Macbeth become powerful rulers - but also reveals how Lady Macbeth’s ambitions are portrayed through Macbeth, as she cannot seize power herself due to her gender and the time period in which she lives.

In order to examine this issue further, this research will look at a number of different sources. Contemporary managerial sources are explored in order to understand how other voices in the field are describing similar methods for change. First, popular structures for change management are examined, especially within their correlation to Palmer & Dunford (2009). This is followed with an extensive

The models of change that I have chosen to describe are the ADKAR model and Kotter’s 8 step change model. The ADKAR model is mainly used to help identify and drive change as well as a tool to understand any gaps that are needed to strengthen along the change process. It is also a useful framework for planning change within an organization, before implementation, and in the execution phase of the change management process. This process begins with five key goals that are the basis of the model; awareness of the need to change, desire to participate and support the change, knowledge of how to change, ability to implement the change on a daily basis, and reinforcement to keep the change in place. Each step in the ADKAR model

Growing up, I owned a stuffed Winnie the Pooh bear. I loved the show, and loved Pooh even more. On Sundays, I would dress my Pooh bear in my sister and I's doll clothes and bring it with me to church. One Sunday, an older kid at Sunday School mocked my Winnie the Pooh bear, because Pooh is a boy but I made mine wear a dress. At the young age of 5, I didn't understand why Pooh couldn't be a girl to me, even though the character from the television show was a boy. I left Sunday School that day sad and confused. I always thought of Pooh as a girl, and it crushed me to find out different. I decided I would change my favorite character to a girl character, get a new stuffed animal, and let her wear dresses to church to avoid getting mocked. However,

The second step in the change theory is the transition stage. Once people are unfrozen, the problem now shifts to how to keep them going. This is now the actual change process a stage that is characterized by confusion as people try to change from the old to new ways. This stage is further characterized by fear because people tend to be unsure and is the hardest step in the whole process (Schein, 1995). During transition, new behaviors are developed, values and attitudes. It is achieved through development techniques and change in existing organizational structures. People undergoing this stage need to be given ample time to adapt to new ways. Of uttermost importance during this stage is support. Support is offered in terms of coaching and training as well as acceptance that mistakes will be part of the transition process (Smith, 2001).

In a recent study of major change, it was found that employees are highly critical of even well thought-out attempts to communicate change and multiple communication channels are preferred when communicating a change vision, plan and process (Elving, 2005;

When God created the world for us to live in, there was no sickness and death. The reality of sickness and death in the biblical narrative are the result of a broken relationship with God. The broken relationship occurred as a result of Adam and Eve's sin in the Garden of Eden: the disobedience of God's rule not to eat of the fruit of the tree of the knowledge of good and bad, otherwise known as The Fall (The New American Bible, 1992). This breaking of God's law also resulted in spiritual and physical death (Grand Canyon University, 2016, Lecture 3, para. 15). In order for mankind to again have a relationship with God, this sin needed to be expunged.

Change should be seen as a challenge and embraced with enthusiasm (Marquis & Huston, 2012). In my professional and personal life, I view and respond to change as a way to make improvements to existing regulations and circumstances. I embark upon the quest with determination to succeed at whatever task is presented to me. Life without change can become unchallenging and stagnant (Marquis & Huston, 2012). As society and technology advance, you must incorporate the necessary transformations that arise with it.

What assumptions shape the approaches of Gunter and the consultant to the management of change? Motivate your answer with reference to Palmer et al:s images of change management.

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.