Change Junctures in the Change Management Process

Change Junctures in the Change Management ProcessCritical change junctures in the change management process at Spectrum sun-Glass Comp some(prenominal)IntroductionIn the example undertaken, I am the Director of Product Innovation under the unit handling Research and Development for a accompany called Spectrum sun-glass Harvard (2012). I am very passionate about sustainability and would be very like the company to offering green products to its clients. At a recent company retreat, I tried sharing the discussion I had had with the evil President of our biggest retail customer, Bigmart in which he had intimated that Bigmart was about to require all their suppliers to, go through with(predicate) the Green Certification process. As I proceeded, most of my colleagues were displeased with the Chief Finance Officer, Paul DArcy and the fault President for Operations Luke Filer, coming out very strongly, against my proposal. I however authoritative maintenance from the Vice President (VP) of Sales and Marketing, Leslie Harris and Vice President (VP) for Human Resources, Mary Gopinath. As a compromise, the CEO positive me as the head of a team from the different departments to develop a plan that is acceptable to all. As I lacked any formal authority, I had to rely on my face-to-face credibility which was quite mellow at this point.2.0 Section 1 1st finish Hosting a townsfolk- lobby meeting in week 25 and the reasoning behind.To start with, I undertook a range of decisions to raise my personal credibility and increase sense. For instance, in week 0-24, I had private interviews with colleagues (particularly those opposed to the initiative), I received support from a consultant, and I received the CEOs support, to mention but a few. However, the decision that most advanced my change management process, was the town hall meeting that I held in week 25. This town hall meeting alone moved the adjacent individuals from the awargonness to the trial stage Andrew Chen, Walt James, Bob Ingram, Yao Li, Mark Robert, Anne Thompson, Louise Crysh and Dianne Mcnatt. The reasoning behind this decision was informed by Robert Ciadini as quoted in Cliffe, S (2013) who says that if one in flows to persuade people, one needs to appeal to six tender responses namely people will follow through with commitments that they have made publicly, people will do things that they see people similar to them do, when people are uncertain about certain things, they tend to odour towards experts and another(prenominal) possible sources of information, people are much likely to accept proposals from someone that they like, people tend to respond positively to people who have helped them in the past and people value things whose supply is special. The town hall meeting was whence a perfect lever for me to use, as it enabled people to accept my proposal, if other people in the group were to accept. Secondly, it enabled colleagues to make a public commitment to my proposed change, than say, in the private interviews. In addition, the town hall meeting was a perfect opportunity for me to share my extensive knowledge on the issue of sustainability and why it is important for our company and future growth. In the face of uncertainty, my colleagues were thusly more likely to defer to me and agree to my proposal. Looking back, at the levers that I used, I should also have continued with personal interviews, particularly with the key opponents of my plan. This strategy of co-opting antagonists is well elaborated in Pfeffer, J (2010), as a charge of winning over opponents and giving them a stake in the process of change. Personally, this could also have elusive devising concessions to the CFO and the VP-Operations in private, so that they start to own a part of the plan.3.0 Section 2 How I would give the change action above in practiceIn practice, I would strain to utilize the levers provided in a concurrent fashion. Whereas, in the simulatio n, I could only hold a town hall meeting, for instance I would in practice, research to complement this with a public statement of support from the CEO. I would also look at having the consultants report delivered during the townhall meeting. In addition to these formal avenues for influencing my colleagues, I would seek out opportunities to help out colleagues. In this way, I would bring forth an obligation on their part to reciprocate. This would therefore ensure that when they are called upon to support my proposal, they would feel conflicted, not to support it. Similarly, I would try to make either effort to get myself liked by colleagues, in very casual settings. This liking would them make it more likely, that they would support my proposal. I would focus less on the means, and focus more on the end. That is, I would be extremely flexible with the levers and concentrate more on the goal of having management agree to Spectrum-sun glass making green products. I would also se ek to appreciate the arguments of my colleagues, in Finance and operations. To allay their fears about the pecuniary and operational challenges of the new proposal, I would invite their contributions on how these can be addressed. I would be impulsive to accept these suggestions as it helps me attain my overall goal-albeit with certain changes. In addition to the personal interviews and town halls, I would also look-out and encourage opportunities for my colleagues to air their views and even reservations about my proposal. This would help me to understand the main issues that my opponents value and would then enable me to respond appropriately.4.0 Section 3 2nd decision/Juncture Building a alliance of support in week 43 and the reasoning behindIn week 43, I sought-after(a) to build a coalition of supporters among the staff, as a way of trying to move the scheme from the awareness to the movement stage of the change process. Not only did this decision, have no effect on the orga nization it also go outed in a loss of my credibility as some staff were not keen about the idea. In making this decision, my assumption had been that there was then sufficient interest, in my proposal, among the team. In fact, this result (the failure to build a coalition of support) could be explained by the various theories about organisational culture. For example, Chatman, J, Eunyoung Cha, S (2003) posit that organizational culture is very powerful as it energizes and rallies employees around common perceived goals or objectives. The lack of interest by the employees of Spectrum sun-glass in joining a coalition of support could therefore be partially explained by the culture of the organization. This view is supported by, Goffee, R, Jones, G (1996) who explains that organizations can be grouped on the basis of their cultures, as follows Net surveyed Organizations-in which there is a lot of informality, cliques and limited commitment to company goals, Mercenary Organizations ,-in which decisions are made by top management and enforced swiftly throughout the organization, Fragmented organizations-in which there is limited solidarity and collaboration across departments and communal organizations, in which there is a lot of socializing at work and solidarity. Based on the above metric, I would classify Spectrum sun-glass as a Fragmented company where there is limited solidarity and collaboration across departments. Alternatively and as explained by Prof Tim Morris in his lecture on leading through culture company cultures can be assessed on five dimensions, namely whether it has a single or multiple cultures, whether decision making is low or high consensus, whether there is an intragroup or client focus, whether the performance orientation is high or low and whether there is internal cooperation or competition. Based on the above criteria I would rate Spectrum sun-glass as having a single culture, high consensus decision making, client focus, a high per formance orientation and internal competition. With the above information and in refresh I should not have sought to create a coalition in such an organizational culture, at the time I did. Instead, I should have concentrated on enabling change through consolidating and relying on my personal credibility, communicating my proposal and making the necessary emotional connection and training.5.0 How I would implement the change action above in practiceIn practice, I would start by analyzing the vivacious organizational culture. I would then craft a very convincing slogan to motivate my colleagues to comprehend my approach. For instance, Go Green, More Profits, and More Pay. To further promote interest in my proposal, I would create a sense of urgency, by making the slogan action oriented, Goffee, et al, (1996). As this is a fragmented and mercenary organization, I would also try to organize dialogues on my proposal in informal settings like lunch, parties and so on. As these parties are enjoyable for those who attend, this tends to increase my likability and the social dynamic within the group. It would also be unfavourable for me to create a place of psychological safety to ask questions about my proposal, to receive honest feedback, to discuss any reservations and errors of approach openly. In this way, I would reinforce the solidarity of the group and its ability to socialize Chatman, et al (2003).6.0 ConclusionIn the end, I was able through the use of the various levers to have eighteen adopters by week 56. This translated into a change efficiency ratio of 0.32, which is high. My change leadership skills (the mishaps, notwithstanding) ensured that I was able to convince a critical mass of managers to adopt the initiative on sustainability. This significantly improved the financial prospects of the company and my professional prospects.BibliographyChatman, J, Eunyoung Cha, S 2003, Leading by Leveraging Culture, California Management Review, 45, 4, pp. 20- 34, line of work Source Complete, EBSCOhost, viewed 17 January 2017.Cliffe, S 2013, The Uses (and Abuses) of Influence, Harvard blood line Review, 91, 7/8, pp. 76-81, Business Source Complete, EBSCOhost, viewed 17 January 2017.Goffee, R, Jones, G 1996, What Holds the Modern Company Together?, Harvard Business Review, 74, 6, pp. 133-148, Business Source Complete, EBSCOhost, viewed 17 January 2017Harvard (2012) Change management simulation Power and influence. Available at http//forio.com/simulate/harvard/change-management/simulation/index.htmlintroduction (Accessed 17 January 2017).Pfeffer, J 2010, Power Play, Harvard Business Review, 88, 7/8, pp. 84-92, Business Source Complete, EBSCOhost, viewed 17 January 2017Tim Morris (2016) lecturing Slide on Leading through Culture, Available at https//weblearn.ox.ac.uk/access/content/group/1ed98592-bb15-4079-ad29 b1e4e73be816/ record%20Library/Lecture%20Slides/LF16%2010.1%20Organisational%20Culture.pdf (Accessed 18 January 2017).