BY DAY 5 Respond to two or more of your colleagues’ posts in one or more of the following ways: Ask a clarifying question on your colleague’s explanation of how th
BY DAY 5
Respond to two or more of your colleagues’ posts in one or more of the following ways:
- Ask a clarifying question on your colleague’s explanation of how they might handle change differently in the future.
- Suggest one additional recommendation for how the change your colleague described might be managed more effectively.
- Offer an alternate perspective on your colleague’s post by using a specific example from your own experience.
- Add Resources
Return to this Discussion in a few days to read the responses to your initial posting. Note what you have learned or any insights you have gained as a result of the comments your colleagues made.
Collapse Subdiscussion Nioka Terez Roberts-Pratt
YesterdayDec 20 at 6:42pm
Involving employees in the change process and encouraging their feedback and ideas is crucial for successful and sustainable organizational change. Drawing insights from Crawford's work on mindfulness in leadership, here are a few effective strategies to engage employees in the change process:
1. Open Communication Channels: – Foster an environment of open communication where employees feel comfortable sharing their thoughts and concerns. Implement regular town hall meetings, Q&A sessions, or virtual forums to facilitate two-way communication between leadership and employees.
2. Mindful Listening: - Apply mindful listening techniques as suggested by Crawford (2016). Leaders should actively listen to employees' feedback, demonstrating empathy and genuine interest in their perspectives. This not only encourages open communication but also makes employees feel valued.
3. Surveys and Feedback Mechanisms: – Implement anonymous surveys and feedback mechanisms to encourage candid responses. This ensures that employees who might be hesitant to share their views openly feel empowered to provide feedback without fear of repercussions.
4. Leadership Visibility:
Increase leadership visibility during the change process. When employees see leaders actively involved and receptive to feedback, it fosters a culture of collaboration and encourages them to share their insights and ideas.
5. Employee Empowerment Programs: - Establish programs that empower employees to take ownership of specific aspects of the change process. This not only provides them with a sense of control but also encourages them to contribute their expertise and ideas.
By incorporating these strategies, organizations can cultivate a culture of mindfulness, openness, and active employee participation in the change process. Crawford's insights on mindfulness align with the need for a holistic and people-centric approach to change management, ensuring that employees feel valued, heard, and empowered during periods of organizational transformation.
Reference:
Crawford, F. (2016). Mindfulness: A simple way to lead better links to an external site. Acuity, 3(10), 40–42.
MondayDec 18 at 10:55am
Last week, the example of change I utilized for the discussion involved a poor approach to departmental change that could have been optimized through the use of varying creative avenues by the directors. Based on the research I have explored over the course of this module, I believe I would utilize communication techniques that both define goals and the vision, as well as recognize the need for change within the team. In my example provided, the main hindering factor was the directors’ poor method of communication. Communication is key in establishing confidence, trust, security, and inclusion amongst all stakeholders in the change process (Nadkarni et al., 2021). According to Wikoff (n.d.), one of the first steps to achieving successful buy-in and the initiation of the change process is to provide understanding for the need for change. One of the best ways to do this is to identify collective goals and the vision for which the change will help to achieve. According to Barrow at al. (2017), defining the goals and vision also help overcome roadblocks that are bound to arise during the change process. They help the team not only understand the end goal, but stand to serve as guideposts when there are uncertainties. In this instance, if the directors had defined the goals and vision of the change early on, instead of leaving it to the team to experience its benefits over time, the change process may have been accepted sooner and the goals and vision acquired with less resistance and stress than first encountered.
In conjunction with providing the guiding posts that arise from defined collective goals and visions, I believe the change would have improved significantly if approached by establishing a need for change. This crucial approach can be carried out by the directors and change agents in order to help employees better understand why the change is happening. Such understanding can limit resistance and assist employees in forming a solidified foundation in which they can feel confident and secure in the changes are to come. As Kao (2021) highlights, knowledge is power. In a scenario such as this where everyone’s schedule would be impacted, it is important to recognize the need for such drastic changes in order to maintain performance levels. According to Wikoff (n.d.), a lack of communication related to the need for transformation can cause performance levels to decrease as employees feel their efforts and time are not valued. Additionally, research has shown that by connecting the need for transformation to the stakeholders’ individual needs, they are more likely to see a heavier buy-in as a response (Roszak, 2015). As a result, individuals would maintain feelings of value, confidence, trust, and security in their leaders, while the organization would receive quicker results from increased performance, employee satisfaction, and the ability to identify potential obstacles by involving stakeholders and inquiring about their needs prior to the completion of the transformation.
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