Reflective Journal Assignment
Reflective Journal Assignment Help throws light on Organisational Change and Development Journey and its various models. In order to have apply the planned strategies, structures and processes in the organization and reinforce them for organization effectiveness, it is required to keep applying the organization changes.
Change, the one I had witnessed every day, but the semester thought me in a more structured and effective way. Change, which is a transition from one stage to another, has to be done in an organization, to adapt to the dynamic outside world, the rapidly growing IT needs and to respond to the external forces and globalization. And hence, I learnt that a planned change leads a path to success.
Organizational Change and Development
My learning took a next step, when I learnt about the Organizational Change and its various models. In order to have apply the planned strategies, structures and processes in the organization and reinforce them for organization effectiveness, it is required to keep applying the organization changes. I had a perception of change being a natural and undefinable process, but in this semester I learnt some of the models, which clearly structured it. I can epitomize the models majorly in three phases which is aligned with the Lewin’s view of Change model. This includes, unfreezing i.e. recognizing the need for change, implementing or actually changing by transforming people, tasks, structure and technology, and last stage is refreezing, wherein the results are assessed and the required modifications are implemented (Cameron and Green, 2012) .
I definitely feel that to achieve higher efficiency, I will need to focus on valuing what is appreciated, rather than identifying the problem and finding its solution (conventional approach). The positive model is more proactive and positive.
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In this semester I also got to understand the skillset and other requirements I need to imbibe if I aspire to be an OD practitioner. A balanced focus on effectiveness and morale, a blend or affect and cognitive, emotional and rational will make me a strong OD consultant and then I will be a pathfinder. And, to add, the roles and responsibilities and the reasons for demand of OD consultant in today’s world also was explained well. I can now envisage for myself a role of an external Organizational development consultant, wherein I will use my unbiased expertise and bring upon needed changes. I not only learnt the roles and responsibilities, but also that I can be one of the best consultant if and only if I keep myself in the organizations shoes and am concerned with the performance before making any decision.
As an OD consultant my job will not be restricted to this, but also dealing with integral value conflicts, which arise due to varying preferences and priorities among different people. I now know that I will be solving such issues with all integrity and be ethical and unbiased in such conflicting cases. Also for the organization interest I will work ethically at all times. Currently, I am a persuader, with a moderate emphasis on effectiveness and a moderate focus on morale, but I will be working towards being a path finder, and be not so risk averse. To be a path finder I need to have various interpersonal, problem solving and good decision making skills and be able to address conflicts openly (Sullivan, 2010).
Change is what I learnt is transition from one state to another. So the basic element is “state”. And, hence being an OD practitioner without learning ti understand, define and diagnose a state will be incomplete. Diagnosing a state requires me to follow a systematic and well defined approach, for which I learnt the open systems model in which the inputs are the information, energy and people, who are at different states at different point of time, which undergo continuous transformations to give outputs as finished goods services and ideas (Erwin and Garman, 2010). And I can apply this basic diagnostic models at varied levels, ranging from organization level to the team level to the individual level with the inputs varying at each level.
To understand myself more as an OD practitioner I also need to introspect and even collect data. The most proven methods for data collection are the focus group or individual interviews and the surveys with good sample size. Apart from this I also need to observe what is currently happening other parts of the world and in other similar organization and even get some secondary data from journals and scholarly articles.
Once I had diagnosed the state and the transformations, I need to be active to provide feedback at regular intervals. The feedback I give should be specific, rightly timed and communicated and should not be meant to demotivate any of the participator. And the way to feedback is intervention for which I need to draft a successful change program and a road map analyzing the dynamics of the situation. The effective intervention should also be well planned and carefully executed. The intervention, to be succeeded by change should always be backed up by a good contingency plan (Brown and Harvey, 2011).
Implementing Change in the organization
In this semester the most interesting thing I learnt and had previously thought to be obvious was the step by step approach to implement a change in the organization. The first step I need to undertake is to create a strong foundation, by motivating the change and managing any resistance encountered. After this I need to create a common vision across the organization, which will help me energize more committed participation. Once these two are done, then I can implement the desired change while continuously trying to increase the participation and identifying and influencing all the stakeholders. The transition has to be managed smoothly, and for this I need to design a detailed strategic roadmap. Post implementation of the change, it is imperative for me to sustain the gained momentum, and consider this change as a continual process. The resistance I will be faced is a challenge which has to be addressed by considering the ABC i.e. the Affective parameters (emotion), the behavioral (actions) and the cognitive (attitude) all together. The positive responses shown in the form of satisfaction and pride will be a sign of positive change. On the other hand, negative and aggressive responses again should be dealt by an expert. Any dislike in the change been executed can also cause dislike, and resistance. To avoid and manage such cases, it is imperative keep the employees motivated (Waddell, Cummings and Worley, 2011).
And as they rightly said “What cannot be measured, cannot be managed”. So the next valuable lesson I learnt, which will be applicable in multiple fields is to measure the changes in state during the process of change. With perfect measurements I can proceed to implement the change, while managing the resistance and creating readiness. It is a less probability that everyone will be accepting the change at first go. So my task to manage the psychological transitions firstly involves communicating and convincing which leads one from denial to defense to discarding, and gradually adapting and eventually internalizing.
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I have also learnt that the transition from one state to another requires psychologically, emotionally and intellectually weakening the old one state and then strengthening the new state. I need to use both empathy and den engagement way to weaken the old and energies and enforce the new state. I know all the basic requirements to be a good OD practitioner, hence in the future I will be working more on my interpersonal skills, the communication skills and people and process management flair. And narrating the effects of a transition or a change in a form of story will make it more interesting.
I have been of the belief that doing the right things is equally important as doing the things right. Hence, going forward I will be implementing the effective intervention techniques, wherein there should be readiness and capability to change among the resources. The intervention I need to focus on are classified as strategic intervention, involving the external factors or the interpersonal interventions, involving the people of the organization. It can also be a techno structural intervention, which involves any changes in the processes being implemented. The Human resource interventions include changes in HR related processes like goal setting, performance appraisal and reward system (Macneil et al., 2014).
The most important thing I learnt in this semester to be successful s an OD practitioner in any organization I need to, I need to be patient, listen to others, have probing and questioning capabilities, and keep observing even a minute detail. The team building activities are a must and I should proactively encourage the team to interact in form of confrontation meetings, or intergroup relations.
I will be using the above learnings for any planned change inside the organization in the strategy or the structure or work design, Human resources or even the management information systems. This will let me convert any old form of organizing techniques, which are stagnant and static to the new organizing methodologies, which are more dynamic, long term and competitive. And as the Charles Darwin principle goes “Survival of the fittest” goes, so, I will be working continuously to adapt to any external changed and keep evolving planned and organized changes, while including all the people of the organization. And to be ahead of the crowd, I will be implementing all the transitions proactively and with all positivity.
- Erwin, D.G., Garman, A.N. (2010) Resistance to organizational change: linking research and practice, Leadership & Organization Development Journal, Vol. 31 Iss: 1, pp.39 – 56
- Cameron, E., Green, M. (2012). Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of organizational change. 3rd edition; Kogan Page Limited. ISBN 9780749464356
- Waddell, D., Cummings, T. G. and Worley, C. G. (2011). Organizationalchange: development and transformation, 4th Asia-Pacific ed. ed., Cengage Learning, Melbourne, Vic.
- Sullivan, R. (2010), Practicing Organization Development: A Guide for Leading Change, Jossey Bass, ISBN0-470-40544-9
- Bray, M., Waring, P., Cooper, R. and Macneil, J. (2014). Employment Relations: Theory and Practice (2nd ed.). Sydney: McGraw-Hill.
- Brown, D.R., Harvey, D.F. (2011). An experiential approach to organization development. 7th Edition; Pearson Prentice Hall. ISBN: 978-0131441682