Discussion Responses Week 5

Initial Post (S. Gardner)

1. Understanding the Need for Innovation

It's essential to explain to employees why Smithfield is purchasing You Figure It Out. In a competitive market, Smithfield can stay competitive through innovation. Innovation is "linked to positive changes in efficiency, productivity, quality, competitiveness, and market share, among other factors" (Lumen Learning, n.d.-a). Communicating this will help employees to transition smoothly as well as be on board with the acquisition.

2. Significant "Noise" factors

The 3 "noise" factors that are most likely to interfere with the launch are information overload, semantics, and denotation and connotation.

Information overload is when too much information is given to the receiver (Lumen Learning, n.d.-b). It's important for Margot to only give relevant information in regards to the purchase of Figure It Out. The employees will feel overwhelmed and not retain any information if too much is given.

Semantics "is the study of the meaning of words and phrases" (Lumen Learning, n.d.-b). Margot needs to use clear and concise language to get her message across. Due to the fact that Smithfield has employees from different backgrounds and walks of life, there will be less confusion in her message when every word is understood.

Denotation and connotation is the confusion "from the use of language by people from different educational levels, culture, and dialect" (Lumen Learning, n.d.-b). As stated before, Smithfield has employees from different backgrounds. It's important to be clear and keep in mind that some words may be confused for another meaning.

3. Obstacles to the Acceptance of Change

The 3 obstacles to change that will make the acceptance of the new product line difficult for employees to support are lack of effective communication, ineffective training, and not monitoring the implementation.

Lack of communication can make it difficult for employees to support the new line if they don't know why production is changing. This will cause the production of the new items for Figure It Out to be unsuccessful. If employees understand "why the change is taking place, they will be more likely to agree with the implementation and see the benefit" (Lumen Learning, n.d.-d).

Ineffective training will result in disorganization and unfamiliarity. If everyone at Smithfield is using different processes, there will be less productivity and chaos. Training "is essential for employees to understand and adapt to a change in the workforce" (Lumen Learning, n.d.-d).

Not monitoring the implementation is detrimental as it monitors the success after the change. If employees arent performing well or adapted to the change, Smithfield's production process could be failing. If the "change is not improving the process after the initial implementation, management may want to fine-tune the process to make sure that the change is successful" (Lumen Learning, n.d.-d).

4. An Effective Change Management Technique

The one change management technique I believe is most likely to result in a successful launch of the new product line is to empower action. "This step removes obstacles wherever possible, enables constructive feedback, and garners support from leaders—complete with motivational rewards that recognize progress and achievements" (Lumen Learning, n.d.-d). If everyone can work together and work through problems as one unit then I believe nothing will prevent Smithfield from being successful in the new launch.

5. Possible Decision-making Oversight

Overlooking information that doesn't support the launch of the new product line is the oversight the board could make. When the board believes that the new line is a great idea and there is information that doesn't support it, this could be ignored or diminished because of "the significance of information to the contrary" (Lumen Learning, n.d.-c).