Failure of Intervention in an Organization

As a result, Zwick (2002, p. 542) has noted that implementing change programmes in organisations that realise positive outcomes remain problematic for many organisations in the 21st century. Ayodeji & Oyesola (2011, p. 235) have postulated that organisational change is a dynamic process, which when taken poorly contribute to employee resistance to it, and eventually leads to failure of the whole process. 3|Page Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change Yuanli Zhang 43401163 Employees resist changes when they occur in the organisations for several reasons. Many organisations when they introduce changes are likely to stick to the ‘top-down organisational change’ process (Awasthy, Chandrasekaran & Gupta, 2011, pp.

Many people may resist change because they fear they will lose their jobs, status or position. It may be because they do not fully understand the purpose of change, or they may have a different perspective on the change than their management. “Individuals, groups, and organizations must be motivated to change. But if people perceive no performance gap or if they consider the gap unimportant, they will not have this motivation. Moreover, they will resist changes that others try to introduce,” Bateman and Zeithaml explained. Many times change for people at work

Macro Intervention Plan: Identify and describe the macro intervention plan and how it will be or was implemented. What steps will or did you take to help formulate the plan? Describe the focus of your part.

Based on the community your group selected, consider challenges that might arise when using this implementation strategy and/or intervention method. Reflect on ways to mitigate these challenges.

3. Write one goal statement for a primary or secondary community health intervention for this problem and identify the level of prevention. (1.5 pt.)

In order for a student to be diagnosed for any disability, there is a process that involves many people that are important in the child’s life. The school must conduct tests that measure the child’s academic success in the classroom, as well as tests that measure IQ (Wechsler Intelligence Scale for Children), work samples, developmental history (usually get this information from the parents), physical exams (vision, hearing etc.), psychological tests, adaptive skills (BASC) and other areas as needed. Testing is usually done by professionals from various disciplines. In order to qualify for special education services under IDEA, the disability must impact the child’s ability to be academically successful (IDEA, 2004).

-- Describe the topic. What is the intended target of the intervention and the goal?

Change is difficult because all organizations cultures, structures, mission, and values are unique. As a result, there is not a “blueprint” that leaders can follow to ensure change initiative success. However, understanding the conditions that promote successful change processes is critically important for leaders. If employees do not support

Could the change be in the culture of the team or of the organisation? Analysis if the organisation, team or people are currently in the position to adapt to change. Do they have the commitment, motivation and drive.

Before effective change can be made in any organization, there are certain factors that need to be weighed. First, a clear-cut objective needs to be in place. As with any change, without a goal one flounders, and will surely have difficulty making any rewarding progress. A leader must also consider how the change will affect the personnel who are needed to bring about the change. A long time officer of the organization will not be amiable to phasing out her duties in the name of progress no matter how dedicated to the company she may be. Without first considering this issue, a leader is sure to run into resistance and perhaps sabotage while trying to advance a project.

Employees who feel pushed out of their comfort zone may also resist change, due to the unfamiliarity of new implications or managers. The fear of uncertainties due to the lack of communication can also lead to resistance to change on an individual level. If employees are not informed of the needs of the change then the fear of the unknown can cause resistance.

what exactly is happening. Change agents are critical as they are the sources of energy and intellect that help organizational members recognize the need for change, see what the future may look like build support, and mobilize the troops to move towards the vision, assess where and how to proceed next . The change phase is analyzed with context to certain theories which fits the best in different situation. In this case we came to know that while the change phase is going on with have to keep certain factors in our mind which are related to the strategies to be implemented during the change phase. The expansion was there but after the expansion they did not focus on strategically planning and the implementation.

However, people will not get out of their “comfort zone” without being motivated. This leads to the second error by leaders, which is not creating a powerful enough guiding coalition. Regardless of the size of the organization, the change effort should continually grow to include more and more people who believe that the changes are necessary (Kotter).

Kegan explains that it’s in part due to the fact that leaders’ mindsets are not complex enough. They haven’t developed the capacities that would enable them to make sense of this new environment. He distinguishes two types of developments: horizontal and vertical. In metaphorical terms, horizontal development is like pouring water into an empty glass. The vessel fills up with new content (you learn more leadership techniques). In contrast, vertical development aims to expand the glass itself. Not only does the glass have increased capacity to take in more content, the structure of the vessel itself has been transformed (the manager’s mind grows bigger). (Petrie, 2014)

NASA had a firm hierarchy and this brought about a lot of resistance to change from people. NASA could have gotten more of the people involved in the changes. I find that by getting people involved and having some key people or champions to support the change, there is less resistance. People want to feel involved and a part of decisions, especially if it impacts them directly. When it comes to successful change management, get people involved earlier, which will contribute to greater buy in and acceptance. Keep in mind that this should not be the sole solution for employee resistance; successful change management is about understanding the true nature of the resistance.