Applied Science

MAPPING CHANGE 1

MAPPING CHANGE 2

Mapping Change

Rawda Ismail

Rasmussen College

Author’s Note

This paper is being submitted on July 19, 2020, for Robert Oravitz Section 01 CBE MAN4701 CBE Leading Chang

Mapping Change

Overcoming resistance and challenges to change takes time and patience. As the Delta Pacific Company (DPC), there is a need to focus on improving quality, increase customer satisfaction, and reduce errors. To realize these goals during this process of change, DPC needs to adopt a change management model that helps the company innovate and grow in the consultancy industry. There are models that offer organizational-wide change, bottom-up approach, and employee-focused change. For the long-term health of the business, DPC should adopt the ADKAR model of change management. This model is based on a bottom-up approach to change management. The ADKAR approach will be highly focused on goal and process changes of DPC.

The ADKAR model of change management will guide DPC to carry out change starting from singular tasks and processes that have an effect organization-wide. Specifically, the ADKAR model will focus on the individuals behind the change to contemporary consulting. The executive leadership of DPC will be required to convince all employees and stakeholders there is a real need for change (Goyal & Patwardhan, 2018). The executive leadership should also facilitate employees to be personally invested in the contemporary consulting initiative and offering them support. DPC employees should be armed with relevant knowledge and tools to change into consulting specialists. The executive leadership of DPC should also offer employees the ability to apply their gained knowledge in practice. To safeguard these gains, DPC should implement a system that makes employees stick to the new routine.

DPC is working towards changing its organizational behavior for it to improve its performance during the change process. Through the ADKAR change model, DPC will help its employees through the change process using coaching and change management. The first building block of the change model will be DPC making employees aware of the need for change in organizational behavior (Dana, Mukaj, & Vishkurti, 2016). DPC’s leadership for example, can link the desired change with improved financial decisions and efficiencies. The second building block will be building the desire in employees to support change. DPC’s leadership will be required to gather knowledge, for example, collecting employee feedback to help improve clarity for employees about the change. The fourth building block will be DPC developing different avenues for the employees to gain new skills to improve their behavior. The management behavior will be required to be in line with the desired behavior among employees. The last building block will be implanting reinforcement measures to ensure DPC continues to use the new method.

There are some passive employees at DPC who are not supporting the change because they are not fully convinced. While others also stick to some bad old habits or create resistance, there is a need for the executive leadership to actively talk to the employees. All employees should understand ways the change to a consulting firm is relevant to them. However, high levels of awareness may still not appeal to employees personally. To have all employees on the same side with the executive leadership, there is a need to appeal to both reason and emotion (Bejinariu, Jitarel, & Sarca, 2017). While the employees are fully on board of the change, the skills will be improved to match the demands of the change process. Through improved training and workshops, for example, the employees will have their abilities in consultancy improved. The executive leadership needs to develop and offer incentives such as bonuses and rewards to departments that stick to the new work expectations.

There are several steps DPC can take to successfully implement the ADKAR change model. DPC can start by enlisting champions of change to help over the social barriers to the change. DPC can, for example, offer a flexible workplace that can enable employees to maintain close ties with their teams in the previous business environment. DPC’s leaders will also be required to establish goals that will be driven by the change champions. DPC should expect obstacles but this can be addressed by developing incremental steps in adjusting with the change (Luo, Song, Gerbert, Zhang, & Feng, 2016). Incremental steps will make it more flexible for employees to adjust and become comfortable in the new consulting industry.

The ADKAR model of change management will offer DPC’s executive management with the tools and processes to build research-based change management strategies. Through the ADKAR model of change, it should be possible to develop customized plans that drive business outcomes and results. DPC, for example, should experience increased revenue earnings through targeted plans to drive the company’s project results (Goyal & Patwardhan, 2018). DPC staff will feel more supported by the executive leadership through the integration of both individual and organizational change management. Employee morale is expected to improve and turnover rates to reduce because ADKAR is a result-oriented model of change management.

DPC will benefit from several benefits during the change process when it uses the ADKAR model of change management. The ADKAR model offers DPC the capability to identify and evaluate the reasons why the business should change from traditional manufacturing to contemporary consulting. ADKAR will also help DPC identify reasons why some already implemented changes are not working and the desired results are not achieved (Osei & Chen, 2018). The model will make it possible to break changes into different sections and address each section independently. The ADKAR model of change management offers DPC both business and people dimensions of change.

References Bejinariu, A. C., Jitarel, A., & Sarca, I. (2017). Organizational Change Management–Concepts Definitions and Approaches Inventory. Management Challenges in a Network Economy: Proceedings of the MakeLearn and TIIM International Conference 2017 (pp. 321-330). ToKnowPress. http://www.toknowpress.net/ISBN/978-961-6914-21-5/papers/ML17-061.pdf. Dana, B. G., Mukaj, L., & Vishkurti, M. (2016). Creating a model culture of management change. Annals of the University of Oradea, Economic Science Series, 25(1), 871-880. https://s3.amazonaws.com/academia.edu.documents/51815751/AUOES-1-2016.pdf?response-content-disposition=inline%3B%20filename%3DROMANIA_MINISTRY_OF_EDUCATION_AND_SCIENT.pdf&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Credential=AKIAIWOWYYGZ2Y53UL3A%2F20. Goyal, C., & Patwardhan, M. (2018). Role of change management using ADKAR model: a study of the gender perspective in a leading bank organisation of India. International Journal of Human Resources Development and Management, 18(3-4), 297-316. https://www.researchgate.net/publication/326666071_Role_of_change_management_using_ADKAR_model_A_study_of_the_gender_perspective_in_a_leading_bank_organisation_of_India. Luo, W., Song, L. J., Gerbert, D. R., Zhang, K., & Feng, Y. (2016). How does leader communication style promote employees’ commitment at times of change?. Journal of Organizational Change Management., https://www.researchgate.net/publication/299379588_How_does_leader_communication_style_promote_employees'_commitment_at_times_of_change. Osei, W. A., & Chen, C. (2018). Implementing Change In Organisations: A Study on Limiting Factors for Managers in the Service industry. http://lup.lub.lu.se/luur/download?func=downloadFile&recordOId=8945940&fileOId=8952360: School of Economics and Management Department of Business Administration.