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Running Head: MANAGING ORGANIZATIONAL CHANGE 1

MANAGING ORGANIZATIONAL CHANGE 9

Managing organizational change

Student’s name

Instructional affiliation

Reflect on each approach and decide which to be the default

Based on the book provided for this assignment, there are approximately images of managing change in an organization. Various key personnel in an organization manage changes, including an interpreter, navigator, coach, director, nurturer, and caregiver. The key stakeholders are supposed to advise the senior management to implement changes based on the environment's strengths, weaknesses, and nature (Ferreira, Maio, & Vicente, 2017). Change is paramount in an organization, mainly due to globalization and advancement in technology.

The first approach is the Traditional OD approach which provides fundamental values necessary to initiate and manage change in an organization. The organization hires the OD practitioners to monitor the behavior of employees and the approach that they should assist the entire organization in implementing and managing change. The OD practitioners may be hired internally or sourced from a third-party company. The approach indicates that employees are supposed to be responsible for identifying challenges and offering solutions independently without involving unauthorized parties from the organization.

The employees should be aware of the problems preventing an organization from achieving its goals and objectives. There should be a collaboration and cooperation between the employees and the OD practitioners to ensure a collective agreement to develop a framework for identifying various challenges and proposing an elaborate solution to the senior executive for implementation. The method is effective since it gathers information and diagnoses problems based on the recognized data gathering technique such as analyzing employees' performance from the appraisal document, surveys, interviews, and the observation method. The employees are the ground soldiers and understand the organization's challenges since they interact more with employees than the senior executive.

The method is secretive since the OD practitioners are people of high integrity who safeguard the identity of employees involved in the interview. After the data has been gathered, the senior executives, employees, OD practitioners, and other key stakeholders such as the financiers are involved in the discussion and solutions to the challenges identified through research. Additionally, the employees are supposed to play a critical role in implementing changes based on the approach since they are involved in every stage of the change implementation.

The other managing organizational change approach is Appreciative Inquiry (AI) advises an organization to conduct comprehensive research to identify what is working best and what is dragging an organization behind. The technique involves four main steps: discovery, building, designing, and sustaining. Based on the discovering stage, the employees and the senior executive must be able to appreciate their progress and what they practice currently. Based building concept, the organization needs to evaluate the mission and vision of the organization and ascertain the effect of the change in meeting the goals and objectives of the enterprise. The third step is designing, where the employees and the management design a collective dialogue to implement the changes that support the organization's purpose and goals. The approach indicates that only the retrogressive activities should be changed. The North American Industry has utilized the approach and commercial transportation to change the outdated management skills and organizational culture (Palmer, p.293).

Organizations should always try to gain positive change based on negative and challenging experiences. For instance, in a data breach in an organization, it is critical to gain more knowledge and implement the most influential emerging technologies to store, analyze and retrieve clients on demand. The approach is essential because it allows an organization to grab new opportunities from challenging experiences facing the organization.

The sense-making changing approach explains how an organization should react after facing managerial challenges. The employees and the senior executive in the organization guide an organization on how to respond when faced with a challenge; For instance, when the organization faces a data breach, the employees, particularly from the IT department, become aggressive in developing strategies to cope with a challenge when it occurs in the same organization Palmer, p.281). The authors of the book indicate that change is constant and mainly occurs due to the management realizing various vulnerabilities and loopholes in the organization. The approach also ensures the organization is more aggressive in enhancing its future activities based on the challenges that have faced the enterprise previously.

The main disadvantage of the sense-making approach is that organizations will only develop a strategy to enhance change after facing a challenge. For instance, an organization may not update their technological infrastructure, such as installing the security software, before the black hat hackers attack the enterprise and sensitive data is compromised. The sense-making process requires the intervention of every key stakeholder, including the junior employees. The approach assumes the law of inertia that involves disrupting the forces resulting in losses in an organization. The other assumption is that the standardized change program is always required to cope with the ever-changing technology and the globalization dimension.

The contingency approach framework indicates that change depends on urgency and the scale, and it is consistent with the director's image. The approach shows that the managers in the organizations are responsible and accountable for the organizational change, and they should be solely blamed for any failure in the organization (Palmer, p.324). Based on the approach, strong leadership is critical with the chief executive's personal commitment of the chief executive o guide the junior employees on the importance of change to their career progression and the wellbeing of the entire enterprise. The leaders in the organization should be role models through servant leadership. Before some employee realizes there is a need for change, the senior executive should be more proactive and address the change even before other key stakeholders realize that there is a change. In my case, I will make an Appreciative Inquiry (AI) default change in my organization.

Advantages and disadvantages of the Appreciative Inquiry (AI)

The Appreciative Inquiry (AI) allows the senior management to delegate duties and ensure that the employees work on their own to make the best out of them. The main advantage of the approach is that the senior managers concentrate on talking about the positive things, success, and employees' competency. Employees are more likely to support organizational changes since they are less likely to be reprimanded. The senior executives refrain from talking about other companies' successes. For instance, the traditional method is not effective in the current business world since it requires an enterprise to train its employees to identify challenges and offer solutions in the organization. Many enterprises across the globe are not willing to spend resources on employees due to the high rate of poaching. Poaching is where the main competitors access competent human labor from their main rivals. Therefore, enterprises are not likely to train their employees for the fear that the skills might be taken to the main competitors.

The main advantage of AI is that the organization provides employees with the platform to be heard. It is critical to note that the approach encourages the employees to work hard by talking about the organization's positive efforts and strengths. Unlike training, AI ensures that employees can be aggressive and proactive in supporting the organization by monitoring the strengths and weaknesses of the organization based on the milestone since the organization was started. The approach to appreciating the employees makes them more comfortable sharing their personal and organizational dream with the entire organization. The main disadvantage of the organization is that employees are not given an active role in planning and implementing the changes in the organization. Although employees are supposed to give their opinion and views on the appropriate changes, they are not consulted during the actual planning and the implementation of the change. Therefore some of the employees may not be willing to support the organization's agenda.

Discussing where the AI is a default approach

AI is more appropriate for the online business to cope with the ever-growing competition due to e-commerce and emerging technologies in safeguarding the organization's reputation by securing the most sensitive customers' data. For instance, there are various challenges in the online business, such as data breaches that might be contributed by insider threats (Employees) (Glanz, & Heimann, 2019). Due to the advancement of emerging communication platforms where employees have a broader pool to access employment in other organizations, it is critical to treat employees with respect and trust. Poaching is another challenge in many businesses online since the competent employees might be communicating with the potential employers as customers, thus more likely to be enticed to work elsewhere for better pay and working condition.

The approach is more appropriate since it ensures that the senior executive appreciates the role of the employees in the organization. Due to high competition and a high rate of employee turnover, it is essential to treat employees fairly and allow them to share their personal and organizational dreams. The process will reduce the high turnover of employees and enhance the culture of change. The reason where there AI is my default approach is because it will concentrate on the organization's strengths and provide changes to make the organization even better.

Despite the high resource turnover challenges, senior executives can use the AI approach t invite positive revolution changes. The AI provides a comprehensive approach to identifying gaps and failures in the organization without hurting the morale and working spirit of employees. The other reason I have selected AI as the default approach is that it has elaborate steps to apply the 4-D cycle involving discovery, dream, design, and destiny (Patrício, Grenha Teixeira & Vink, 2019). Through the discovery approach, the employees are required to identify areas they are strong and the barriers to success in the organization. The employees are also given the platform to share their dreams in line with the enterprise's goals, objectives, mission, and vision. The approach encourages employees to propose changes that improve not only the welfare of the organization but also their career progressions. The design process requires collaborative efforts from all the stakeholders to support the planning of the organizational change that assure a brighter future for the organization by promoting the strengths and eradicating challenges.

The generational differences and the people involved in the AI approach

Unlike the traditional approach where the employees are involved in the planning and implementation of the change, the AI requires the employees to share their dreams, provide their opinion and view, and allow the senior executive to make the changes based on the human and finance resources in the organization. I chose the approach since it entices the employees to identify challenges and strengths in the organization proactively. Additionally, the approach does not compromise the employees’ morale since the employer does not dwell mostly on the employees’ weaknesses. The approach involves people, particularly the employee since they understand challenges as they interact with customers daily. On the other hand, the senior executives must collaborate with employees to ensure that the changes proposed can be implemented using the resources available.

References

Ferreira, T. M., Maio, R., & Vicente, R. (2017). Analysis of the impact of large-scale seismic retrofitting strategies by applying a vulnerability-based approach on traditional masonry buildings. Earthquake Engineering and Engineering Vibration, 16(2), 329-348.

Glanz, J., & Heimann, R. (2019). Encouraging reflective practice in educational supervision through action research and appreciative inquiry. The Wiley handbook of educational supervision, 353.

Palmer, I., Dunford, R., & Buchanan, D. A. (2017). Managing organizational change: A multiple perspectives approach. New York: McGraw-Hill Education.

Patrício, L., Grenha Teixeira, J., & Vink, J. (2019). A service design approach to healthcare innovation: from decision-making to sense-making and institutional change. AMS Review, 9(1), 115-120.