Organizational Change Application

 Effective leaders and managers are skilled at diagnosing organizational challenges and leading change initiatives. In this paper, you will apply the knowledge you have gained of organization change by developing a proposal to implement a change initiative in a specific organization. The proposal will identify an organizational challenge, diagnose the organization’s need and readiness for change, develop a change strategy and action plan, and discuss the benefits of successful implementation. A well-written paper should be 8 – 10 double-spaced pages of content; the page count doesn’t include the title and reference pages. It will reference 5 or more scholarly sources including 4 peer-reviewed journal articles retrieved from Brandman’s virtual library, adhere to APA standards, and include the following: Change Initiative Description 

 In one page or less, describe the organizational change initiative identifying and discussing the type of change required: tuning, adapting, redirecting or recreating, and providing any background information important to understanding the situation. The initiative described should be consistent with the one approved by the instructor in week 3, and used as the scenario in the discussion board Change Diagnosis Describe the need for organizational change including the gap between the current and desired states, the urgency of the change, the change readiness of organizational members (names optional), and the consequences of not changing. Change Strategy Using Kotter’s 8-Step Process, the Change Path Model or other credible change strategy, propose a strategy to implement change describing the steps you and others will take to make the desired state a reality. In creating your strategy, include appropriate change levers or actions such as vision, communications, coalitions, and training. Discuss challenges and barriers you may face, and how to overcome them. Benefits and First Step Discuss 4 – 5 specific results you expect from the successful implementation of the plan linking the results back to the consequences of not changing. Identify 3 success measures that will be used to evaluate the implementation. And summarize your proposal with one specific first step. 

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Change Management Application Paper

OLCU 615 Week 8 Assignment and Rubric

Length: Paper: 8 – 10 double-spaced pages (excluding title and references pages)
Due: Week 8 by Wednesday Midnight
Value: 300 Points for 30% of the grade
Post: Turnitin in Week 8 Assignments
This is the Signature Assignment that measures the program learning objective of change

leadership

Organizational Change Application Paper Guidelines
Effective leaders and managers are skilled at diagnosing organizational challenges and leading change
initiatives. In this paper, you will apply the knowledge you have gained of organization change by
developing a proposal to implement a change initiative in a specific organization. The proposal will
identify an organizational challenge, diagnose the organization’s need and readiness for change, develop
a change strategy and action plan, and discuss the benefits of successful implementation.

A well-written paper should be 8 – 10 double-spaced pages of content; the page count doesn’t include the
title and reference pages. It will reference 5 or more scholarly sources including 4 peer-reviewed journal
articles retrieved from Brandman’s virtual library, adhere to APA standards, and include the following:

Change Initiative Description
In one page or less, describe the organizational change initiative identifying and discussing the type of
change required: tuning, adapting, redirecting or recreating, and providing any background information
important to understanding the situation. The initiative described should be consistent with the one
approved by the instructor in week 3, and used as the scenario in the discussion board

Change Diagnosis
Describe the need for organizational change including the gap between the current and desired states,
the urgency of the change, the change readiness of organizational members (names optional), and the
consequences of not changing.

Change Strategy
Using Kotter’s 8-Step Process, the Change Path Model or other credible change strategy, propose a
strategy to implement change describing the steps you and others will take to make the desired state a
reality. In creating your strategy, include appropriate change levers or actions such as vision,
communications, coalitions, and training. Discuss challenges and barriers you may face, and how to
overcome them.

Benefits and First Step
Discuss 4 – 5 specific results you expect from the successful implementation of the plan linking the
results back to the consequences of not changing. Identify 3 success measures that will be used to
evaluate the implementation. And summarize your proposal with one specific first step.

Evaluation Criteria: Grading Rubric

Criteria Exemplary Proficient Developing Emerging
Change Initiative
Description

25
Clearly and
concisely describes
organizational
challenge identifying
and discussing the
type of change
required: tuning,
adapting, redirecting

21
Mostly describes
organizational
challenge identifying
the type of change
required: tuning,
adapting, redirecting
or recreating, May
provide background

17
Description of the
organizational
challenge is
incomplete and/or
confusing. May not
identify type of
change required
and/or provide

14
Limited if any
description of the
organizational
challenge. Does not,
identify type of
change required
and/or provide
important

or recreating,
Provides background
information important
to understanding the
situation. Does not
exceed 1 page

information important
to understanding the
situation. May
slightly exceed 1
page

important
background
information. May be
10% too short or too
long.

background
information. May be
15% too short or too
long.

Change
Diagnosis

50
Comprehensively
describes the need
for organizational
change including the
gap between current
and desired states,
urgency, change
readiness of
organizational
members, and
consequences of not
changing.

43
Mostly describes the
need for
organizational
change including the
gap between current
and desired states,
urgency, change
readiness of
organizational
members and
consequences of not
changing.

38
Somewhat describes
the need for
organizational
change although one
of the following may
be missing or
incomplete: gap
between current and
desired states,
urgency, change
readiness and
consequences of not
changing.

30
Limited if any
description of the
need for
organizational
change. May not
include gap between
the current and
desired states,
urgency, change
readiness and/or
consequences of not
changing.

Change Strategy 70
Accurately applies a
change model such
as Kotter or Change
Path to propose a
change strategy.
Clearly describes
valid steps to be
taken to make the
desired state a
reality. Includes
appropriate change
levers or actions.
Discusses
challenges and
barriers, and how to
overcome them.

61
Fairly accurately
applies a change
model such as Kotter
or Change Path to
propose a change
strategy. Describes
fairly valid steps to
be taken to make the
desired state a
reality. Includes
fairly appropriate
change levers or
actions. Identifies
some challenges
and barriers, and
how to overcome
them.

52
Somewhat applies a
change model such
as Kotter or Change
Path to propose a
change strategy.
Describes some
steps that will be
taken to make the
desired state a
reality. May not
include appropriate
change levers or
actions. Or may not
identify challenges
and/or how to
overcome them.

43
Limited if any
application of a
change model such
as Kotter or Change
Path to proposal.
Limited if any
description of valid
steps to be taken or
change levers.
Limited if any
identification of
challenges and how
to overcome them.

Benefits 50
Clearly and
concisely discusses
4 – 5 specific results
from the successful
implementation of
plan linking results to
the consequences of
not changing.
Identifies 3 success
measures to
evaluate
implementation.
Summarizes
proposal with one
specific first step

43
Discusses 3 – 5
results from the
successful
implementation of
plan linking results to
the consequences of
not changing.
Identifies 2 success
measures to
evaluate
implementation.
Summarizes
proposal with one
fairly specific first
step

38
Identifies 2 – 4
results from the
successful
implementation of
the plan but may not
link results back to
consequences of not
changing. Identifies
1 – 2 success
measures to
evaluate
implementation.
Summarizes
proposal with one
general first step

30
Limited If any
identification of
results from
successful
implementation.
Limited if any
identification of
success measures to
evaluate
implementation. May
not include first step.

Critical Analysis 50
Consistently
employs critical
analysis in applying
change model to
proposal Effectively
synthesizes and
integrates change

43
Mostly employs
critical analysis in
applying change
model to proposal.
Fairly effectively
analyzes and
integrates change

38
Rarely employs
critical analysis in
applying change
model to proposal.
Partially integrates
change model and
actions in creating a

30
Limited if any critical
analysis in applying
change model to
proposal. Limited if
any integration of
change model and
action; proposal may

model and specific
actions to create a
viable proposal for
change

model and actions to
create a fairly viable
proposal for change

somewhat workable
proposal for change

not be viable.

APA and Sources 20
Uses 5 or more
scholarly sources
including 4 peer-
reviewed journal
articles. Uses
headers to organize
paper, and
accurately adheres
to APA standards;
reference page and
citations are correct.
All sources listed in
References are cited
in paper

17
Uses 5 scholarly
sources including 3 –
4 peer-reviewed
journal articles. .
Uses headers to
organize paper, and
adheres to APA
standards; reference
page and citations
are correct with
minor (1-3) errors.
All sources listed in
References are cited
in paper

15
Uses 3 – 4 scholarly
sources including 2 –
3 journal articles.
May not use
headers. APA
standards are
somewhat followed;
the work of others is
cited but with
numerous (4 – 10)
errors. Sources
listed in References
and citations may
not match

12
Uses 0 – 2 scholarly
sources. Limited
adherence to APA
standards in the
paper and Reference
page; work of others
may be cited but with
multiple (11+) errors.
Sources listed in
References and
citations do not
match

Writing
Mechanics

35
The paper is logical
and well organized;
spelling, grammar
and punctuation are
accurate. Paper is
the required length
of 8 – 10 pages of
content, and
includes a correctly
prepared title page.

31
The paper is mostly
logical and
organized but with
minor (1 – 3) errors
in spelling, grammar
and/or punctuation.
The content may be
5% too long or short;
includes a correctly
prepared title page.

28
The paper is
somewhat logical but
may lack
organization. May
have several (4 – 10)
errors in spelling,
grammar and/or
punctuation. The
content may be 10%
too long or short,
and may not include
a correctly prepared
title page

24
The paper lacks
clarity and may be
confusing with
numerous (11+)
errors in spelling,
grammar and/or
punctuation. The
content may be 15%
too long or short,
and may not include
a title page

Running Head: ASSESSMENT 1

ASSESSMENT 8

A Watershed Situation

Anthony Bahlman

07/11/2022

Dr. Glenn Baxley

The Watershed Situation

Life comprises a series of moments that call for firm decision-making that pushes one out of their comfort zone. These decisions often serve as the turning point of life that change how one processes things. And these changes generally mark a shift in lifestyle, adding to one’s experience and perspective and even abandoning some of the old beliefs that were holding one back or standing in the way as a hurdle to a particular choice. If I explore my own experiences, I will mark the initiation of my small startup business as the watershed event of my life. As a student, I never imagined that I would be able to conjure up the right amount of courage, passion, or dedication to achieve something like this after working as a content writer for a short period. In my first month, I received quality training from my experienced managers, who mentored me in managerial tasks, how to manage client interactions and assign work to writers. As I gained all this experience, I realized how I could, with the knowledge of writing, can hire new people and step up to manage my den of writers. With that thought, I decided to quit the job and open up my online platform that offers services concerning writing all types of content, whether it’s marketing tasks, academic assignments, or some statistical work.

My Startup Experience

That was the watershed event of my life. The possibility remains one of the most significant happenings of my life. That is because it remains the first time I decided to take control of my economic proceedings, where I had decided, on my own, that I needed to work toward this dream and make it a reality to face the financial challenges of the world. The reason why I consider it an important milestone is because it is something that people around my circle haven’t done so. As a student, achieving something like this on my own after six months of job experience wasn’t someone I thought I could do. Throughout this experience, there were many trials and tribulations. And because of them, I obtained so much exposure that I wouldn’t gain in my academic life.

The Bridges Model Of Transition

Examining this experience based upon William Bridges Model of Transitions, the three critical stages present in this professional encounter include Endings, Neutral Zone and New Beginnings. Now, often, the difference between transition and change is misinterpreted. In Bridges Model, the definition of transition remains very clear. The transition phase marks the catalyzation of inner psychological processes that the person, whose experience is the subject matter, processes at their own pace by internalizing the changes. Moreover, the person has to accept the new circumstances that arise with the change.

The Ending Phase

Shedding light upon the transition model, the three first stage of it includes the Ending phase, which is further divided into five categories. The ending stage appears at the beginning, which might seem confusing. The ending steps mark the end of the way of life from which you’ve shifted. That phase remains paradoxical because it marks the end of one journey and the initiation of another. The Ending step calls for identifying losses, what habits one needs to leave behind and which ones he needs. That can include relationships, teams, approaches, locations, schedules and whatnot (Miller, 2017)..

Components of the Ending phase

The ending phase of my experience included quitting my old job as a content writer so that I guarantee complete focus, energy and dedication to my new setup. Hence, I had to let go of my previous source of earnings and rely on the available resources, such as my savings. To take the step of the ending phase by step, the following information is essential.

Disengagement

One of the components of the Ending Phase includes disengagement. The fact that I had to disengage from my previous work commitments is essential. With it comes to professional disengagement, it is often looked at as a negative act. However, in my case, disengagement remained crucial as I was about to unlock my potential, which required me to completely obliviate any hurdles that might divide my attention and disable me from focusing entirely on my goal (Tausch, 2014)

Dismantling

The second component of the ending phase is dismantling the planned behaviours. This particular component called for reconsidering the old lifestyle’s norms. For instance, as a content writer, I had a specific work schedule which called for working for three hours every day. Also, the work ethic called for the submission of work before the deadline. However, with my business initiative, I had to revisit the work ethic I had created and dismantle it to form new norms and principles that could be beneficial for fulfilling the requirements of the goals I had planned. And this included increased working hours.

Disidentification

The next component of ending is disidentification. This particular step calls for a disassociation with a specific idea that you hold. The disidentification step is purely psychological. And it calls for accepting one’s role in the new position. For instance, I had to disidentify myself as a content writer and move on to assuming my role as the leading personality of my setup. Hence, I needed to realize that my previous roles had changed, and I had to disidentify myself from them.

Disenchantment

The next component, disenchantment, includes the realization that specific goals no longer serve the purpose. Or that a particular approach is no longer viable and might be problematic if continued as a solution to new challenges. Hence, the disenchantment component meant I had to revisit some of my old approaches toward work. For instance, I can no longer take voluntary breaks by merely informing my manager. I had to work every day to manage things and plan my academic tasks and my writers simultaneously. Hence, the old approach where I spare the weekends for homework was no longer viable.

Disorientation

The last step, which is that of disorientation, refers to the psychological challenge where a person who has shifted from one journey to another can feel confused or uncertain about their choice. Like everyone, I also felt disoriented as I managed all my writers and platform independently without any partner. As a result, in the beginning, some of the tasks, such as assigning work to writers based on their expertise, or even finding writers of a specific subject, was difficult. And these setbacks caused disorientation which is a part of the entire process. And natural for anyone to feel challenged at the beginning of their startup initiatives.

The Neutral Zone

The Neutral Zone is the second step of the Transition model. And it calls for letting go of the previous practices. What happens when people are in the middle of the transition where they have let go of the earlier methods but there are not fully grasping the changes yet. At this stage, there is usually a psychological chain of processes that are taking place in a person’s life. The entire process of realigning from your old life patterns to new ways occurs here. Hence, it is the core phase of the transition process. That is where a person becomes open to learning new things. In my experience, I was in the Neutral Zone in the second week of my setup. I had finally crossed the dismantling and disorientation phases and was now looking for new approaches to perform my tasks. I started by creating a new schedule I would test for a week.

Moreover, I had arranged some communication portals in the testing phase to always stay connected with my writers. However, these strategies were still in the testing phase and hadn’t sunk. There were moments of confusion when I couldn’t find a way to manage my academic tasks. And had to come up with a plan for specific weekdays with my class schedule. Hence, I was sorting out my priorities and findings on ways to have morning and evening shifts for my startup. And looking for ideas to time everything in a complimentary manner. Also, I was in the process of hiring new writers and observing whether they had the aptitude. Also, I had to acquaint myself with the clients who were in for the long term to assess their needs and use these details for future use, briefing my writers on them. The positive thing about the neutral zone was that the more I planned, the better I felt, as exploring options helped me gain confidence and restored my self-esteem that I could manage everything, including my studies, clients and writers.

New Beginning

The phase of a new beginning marks the start of the journey. That is when you assume the role and fully accept your duties for the new position. Hence, it is the adoption of values, development of principles and attitudes that contribute towards the new goals that one has set up for themselves. Here, the assumption of the new identity occurs when people feel geared up for their new tasks. At this stage, the reorientation is complete. In my experience, the new beginning phase happened after a month when I had sorted out a few things, my plans were final, and now everything was functioning at its designated time. That is when the clients started ordering work, and the writers initiated their part of the job. That marked the new beginning phase where things began to function, and all the blueprints that I had put together were in execution.

The Three Insights

The three significant insights that I achieved through this writing activity include:

· Realizing the significance of the psychological effort that goes into initiating something independently to achieve your goals

· Planning and efficiency can help one get through the transition phases effectively. And can yield successful results

· The third insight is that it is essential not to rush through any transition phases. Experiencing all these phases, including the disorientation, the confusion and the imbalance, is necessary. And all of this disassociation builds up as a source of motivation contributing towards the achievement of the task.

References
Miller, J. L. (2017). “Managing Transitions: Using William Bridges’ Transition Model and a Change Style Assessment Instrument to Inform Strategies and Measure Progress in Organizational Change Management. The 12th International Conference on Performance Measurement in Libraries Proceedings, 357-364.
Tausch, J. B. ( 2014). When group memberships are negative: the concept, measurement, and behavioural implications of psychological disidentification. ‘Informa UK Limited’.

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