Internal Versus External Agent

According to Krist-Ashman and Hull (2015), one of the dimensions change facilitator needs to consider is the change agent, that is, people in the organizations who also consider the change as needed. Therefore, in this case, Louisa will be the change agent. She can also work on interviewing managers of 4 units to see if there is any other can also be a change agent.

The skills needed for a change agent are experience, success, respect, and leadership skills, and management competencies (Grohar-Murray & Langan, 2011). A change agent is anyone who has a positive attitude, communicates the goals of the organization and is willing to get involved to help facilitate these goals.

One of the most important jobs of a change leader is to ensure the correct people are involved in the change, the followers. The followers are such an important part of change. Actually a leader would be pretty inadequate in implementing change without followers. Therefore, communication is utmost important. Open communication between all individuals is imperative to a smooth change. A change leader can have a vision, but they must share the vision with their followers. With change there comes new ways of thinking and

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

People will not want to grow if they do not trust the person whom initiates the change. Therefore, change agents must be extremely authentic and reliable, in order for others to not be afraid to approach that

These nursing leaders can also be considered change agents. A change agent is someone within or outside an organization who helps transform that organization by focusing on various matters such as organizational effectiveness, improvement, and development. Change agents focus mostly on the people within the organization. They must help motivate and encourage others within the organization to help with the change and to achieve the desired results. There are many skills that nursing leaders must possess in order to effectively facilitate change. They include competence, intelligence, authenticity, and sensitivity. Authenticity is important because these leaders must be the change that they wish to see within the organization. Other members within the organization will not be encouraged or motivated if the change agent is not effectively demonstrating the change that is needed. The nursing leaders must also be sensitive as many people are afraid of change or simply do not like change. Being able to have a better understanding of the feelings of others on the team can help ease the transition and make others more comfortable of the changes to come (Grimsley,

There are many reasons that change can or must occur within and organization. The key will be in understanding the organization and the prospective change. According to Mangundjaya (2015) "there are many variables that can influence the success of organizational change, such as the content of the change, the process of the change, individual characteristics, leadership, external environment and organizational context" (p. 67). Organizational change has the potential to successfully align an organization with its goals or completely derail any future success and progress. It is important that the organization takes the proper steps to prepare for, implement, and evaluate change.

Change in an organization can be and usually is difficult for various reasons. Much of the difficulty is in the approach used to initiate change and the willingness to stay engaged and stamina to sustain change through to the end. Organizations can choose to lead by recognizing and implementing change, follow in the shadow of organizations leading the market, or get out of the way by standing still and eventually going under. With this said; if change was easily done and successful for every organization there would be no need for change management specialists and years

Excellent question, I would assume that I have seen the three types several times. However, I will to be concise I will comment on the third problem, since by far it is the most vital and acute issue. As the old say “always blame the boss “or “fix the head, everything else will fix itself”. As I explained in prior posts, in the change process we have the change sponsor or the top layer management such as CEO or COO, VP. When it comes to effective and successful implementation of any change, it is all about the change sponsor behavior and actions. One of the main roles of the change sponsor is to select the change agent, to lead the change or be the change “agent.” In the sense, that talented people must be put in charge of implementing it and

Chapter 14 talks about The external change agent would be wise to make an early effort to gain the trust of certain individuals or groups who can provide the insight he may be lacking.For example, union representatives as well as retired supervisors may be of assistance in this regard

The factors of organizational change are those who, for various reasons, an organization can identify the need for change, these are: technological, structural, personnel and cultural factor. In today's world of organizations, characterized by globalization, the power of customers and the avalanche of information, these have to be in a permanent process of change for continuous improvement. Are structural, technological and cultural factors staff of those organizations has to act on them and thus achieve adaptation and / or probation they need.

1. Diagnose the problem. 2. Assess the motivation and capacity for change. 3. Assess the resources and motivation of the change agent. This includes the change agent’s commitment to change, power, and stamina. 4. Choose progressive change objects. In this step, action plans are developed and strategies are established. 5. The role of the change agents should be selected and clearly understood by all parties so that expectations are clear. Examples of roles are: cheerleader, facilitator, and expert. 6. Maintain the change. Communication, feedback, and group coordination are essential elements in this step

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.

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.

The agents analyze the gaps and run the change effectively with standard metrics. Effective change agents involve actively in the change implementation process in short run and for long-term follow up. On the flip side, this alternative demands considerable financial investments from BA.