Leadership Hinges On The Metaphor Of The Bus, And Driver

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

The authors Dan Health and Chip heath has wrote this book “Switch How to change things when change is hard “ .This book helps you understand how we can make changes at every level, Individual, organizational, societal .It also talks about how we balance our rational and emotional mind in making decisions and categorize them in to small steps down to a path to attain a goal.

Change is a process of transitioning from one approach to another (Parsley & Corrigan, 1994) and can be involved because of people’s attitudes and behavior (Goodwyn, 1996). Change is difficult to conceive and

You have probably heard the saying “Change is hard.” This statement is true for organizations as well as for individuals.

Organizational change encompasses many challenges to both the individual, and the organization. An organization is a living system, as Flower (2002) states “living systems cannot survive without change, challenge, variety, and surprise” (Flower, 2002, p. 16). An organization requires the ability to adapt in to survive as Darwin states in The Origin of Man, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” (Read Me First, 2013, p. 1). It must adapt to the changing market, global economic pressures, stakeholder demands, and the diverse needs

Having the responsibility to complete this assignment, I felt like it was up to me if the change project was going to be effective or not. Although, at times I felt like the staff was not 100% happy with my project, I knew it was necessary. I believed in myself and two leaders in the unit gave me this project. Taking the role of a leader for the unit was a huge challenge for me. Lundy, V., & Morin, P, stated that when change occurs, a series of events and reactions follow,

Both the authors Dan Health and Chip Heath did a very good job in engaging the mind of the reader. The steps and guidelines described in the book are very simple and easy to follow. The authors used various illustrations and simple reference mental models to which the reader can easily associate himself with .As an individual level or an organization level every one seek change at some point in our life. The change aspect can vary from being simple to complex but, making the actual change is usually very difficult.

In this week’s discussion forum, the topic is dealing with change. Consequently, the older I have become, I have learned to accept the facts that changes will come and it's often necessary for growth, healing notwithstanding, for forthcoming success. When the demand for changes arrives in the professional world, I really don’t have any problems dealing with changes, because of my earlier, educational background in Human Services, I have identified and accepted my core purpose as being an agent of change. Accordingly, upon graduation, I was empowered with the vision and drive that lead me to believe that ‘I MUST BE THE CHANGE’ that I wish to see in this world, per Gandhi. Nevertheless, when I work in the corporate world, giving an order, or following one, is a mandate, and compliance of my work practices and responsibly.

Change surrounds us and is unrelenting. All a person needs to do is walk into an electronics store and survey all the new gadgets available for purchase. We are constantly bombarded by advertising and marketing telling us of the improvements and benefits of new products and services.

The Berkana Institute takes an innovative approach to the concept of social and global change. The author emphasizes a three-layer system to successfully implement change both locally and globally. The first level of change recognized by the author is the network. A network is a group of like-minded individuals who share the same change outcome. The second level is communities of practice. Communities of practice are several local or global networks that are pursuing the same change as your network. These networks should also be practicing the same process of change. The last step is becoming a system of influence. At this step the networks of change should be so prevalent that they influence the social norm. Therefore, effectively causing

From the issues raised in the section above, it can be seen that change is complex and there is not a single solution. However, a number of key areas of focus emerge.

“It 's not the progress I mind, it 's the change I don 't like.” —Mark Twain. This quote from Mr. Twain seems to sum up the attitudes of many people in today’s modern organizations. Change is inevitable in business. However, the issue falls with how we approach change in our organizations. According to the ancient Greeks, the idea of deliberate change or tampering with the basic character of things was blasphemy. (Kanter) In our modern world change is more of a reasonable ideal. Yet the Greeks seem to have a similar notions to most of today’s workers and managers. How can we get our entry level workforces and department managers to not resist change, and to embarrass it with open mindedness? I believe change can be managed by combating the resistance, communicating the plan effectivity, and utilizing positive leadership.

As organizations change, leadership must find ways to adapt and adjust to those changes. Many times it’s the inability of being open-minded to new ideas, beliefs, thoughts and cultures that prevent individuals from moving forward. Saner (2004) states, “Increased globalization and integration of information technology have brought about a fundamental rethinking of how to conduct business and how to lead a complex organization for continuous improvement and reinventing of the organization” (p.654). In any organization, change brings resistance, but with positive managerial and leadership skills, accepting the challenges that come with diversity such as ambiguity, complexity, resistance and confusion, will give managers the foresight to effectively and efficiently implement processes that will benefit the organization as a whole.

The sources of organizations are molded and coordinated by technology and its practices. New advancements in technology may influence changes in business and society, paying little mind to the likelihood that they are risky changes. In today 's perpetually changing business world, rolling out a reformation is a hazardous course of action and the innovation is impelling cause for associations to have the capacity to compete (Gokcen & Koc & Cavus, 2014). This paper presents technology 's impact on organizational change, and the factors that influence a company’s capacity and need to evolve.

In order to survive and prosper, organizations in the private and public sectors will need to respond in a timely and flexible way to social, technological, economic and political change. This means that an organization’s survival and growth will depend on its ability to cope with the external and internal requirements that these changes will demand. This implies that existing and new staff will need to acquire new knowledge, skills, attitudes and perspectives on a continual basis.