Managing Change

Order Description Your team has been hired as external change agents to take over where Dr Ellis has left off. Workin" rel="nofollow">ing in" rel="nofollow">in a group of three you will be responsible for contributin" rel="nofollow">ing to and fin" rel="nofollow">inalisin" rel="nofollow">ing the plan to move forward. The plan must address: Developin" rel="nofollow">ing corrective actions to move the organisation from its current state (in" rel="nofollow">in 2008) to a desired future state: Use Hayes in" rel="nofollow">interventions to identify which in" rel="nofollow">interventions are appropriate to address the issues/problem areas/opportunities discussed in" rel="nofollow">in Assessment 2; in" rel="nofollow">in that discussion reference the ADKAR model, so awareness and desire might be already be evident from the case study notes, but employees/managers may need more knowledge so that ability/capability can be demonstrated. This then meets the task guidelin" rel="nofollow">ines and the markin" rel="nofollow">ing criteria Guidin" rel="nofollow">ing change management plans in" rel="nofollow">in the organisation: Hayes discusses leadin" rel="nofollow">ing and managin" rel="nofollow">ing the people issues, and this is reflected Topics 8, 9,10,11 and 12 (lots to draw on here!!) on your subject site which covers leadership, power and politics and stakeholder management, communication and motivation, and culture – you may fin" rel="nofollow">ind that in" rel="nofollow">interventions address some of these topics, but this section takes a broader view, ie stakeholder management. The discussion here could also address the question from the above URL: No 5 application about Guidin" rel="nofollow">ing Change Management Plans: “what are we tryin" rel="nofollow">ing to achieve”. That means you may need to revisit some of the ADKAR aspects. Measurin" rel="nofollow">ing progress - how the organisation can recognise when the change has become the new “norm” - takin" rel="nofollow">ing in" rel="nofollow">into account the features of the organisation. Hayes discusses this in" rel="nofollow">in Chapters 27 and 28, and your Topic 13 presents some models (and extensive markers presented by Buchanan) for you to consider when discussin" rel="nofollow">ing how an organisation knows when change is “the new norm”.