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Organization Development
Student's Name
Institutional Affiliation
Course Code and Title
Instructor's Name
Due Date
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Question 1
Organizational development's function in modern businesses includes updating outdated
policies, fixing flaws where they exist, and making the required adjustments to organizational
structure to keep up with the rapid advancement of technology. Organizational development
examines areas of the business's processes and services where adjustment may be required and
outlines how adjustments may advance its portfolio of goods and services. Most organizations
may experience opposition to change. The decrease in adaptation resistance is helped by
organizational growth. Sometimes people resist change due to fear or perceived risk. Because we
need to comprehend that an organization is a system of working interdependent elements and
that one change may have unintended effects on other sections of the company, systems thinking
is essential for leaders to lessen resistance (Griffin, R. W., Phillips, J. M., & Gully, S. M. 2020).
My organization's County Executive approved a resolution in 2019 designating racism as
a public health emergency. The solution emphasizes improving equitable service delivery and
establishing an organizational culture of justice by addressing racial disparities and inequities to
become the healthiest county in Wisconsin. We created an independent office for this. A county
organization has a wide range of divisions that provide different services. Many of the
departments connected so that a person could receive numerous benefits without having to go to
multiple places, making it easier for people to access all those services.
Question 2
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Social forces are the contextual factors influencing organizational growth in juvenile
justice. For instance, racial equality initiatives are required due to the disproportionately high
number of brown and black kids who enter the criminal justice system. Other motivating factors
include the need for community-based juvenile prison alternatives and adolescent and family
participation to alleviate underlying trauma. These factors have changed how my organization
perceives the treatment of delinquent cases. This entails providing information and enabling
open dialogue with all employees to explain the changes and the reasons behind them. The
following phase is to put together a strong steering coalition. This could be achieved by
gradually pitching a strategy to senior management and setting up multiple one-on-one meetings
to explain the changes in detail and how they will benefit all stakeholders. The third step is to
develop a change vision.
The dissemination of the vision is the fourth step. Step five involves removing barriers by
encouraging people to carry out the goal. This could be achieved by providing staff employees
with training to lessen the stress associated with the transition and empowering and working with
them to implement improvements. The following phase is to organize and produce quick
victories. Success stories and stakeholder approval of plans should be shared immediately with
the organization. Step seven is to combine advancements and bring forth additional
transformation. This approach will be aided by setting up a quality assurance team to guide the
company through continuous processes of continuous change and improvement. The final phase
is to institutionalize fresh ideas. Employers should select coworkers and managers who agree
with the strategy and rely on them to promote the modifications' overall goal.
The forces mentioned above have affected my organization and are still doing so. The
adjustments made in my company resulted in a reorganization of positions. There is now a
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manager for the younger imprisonment alternatives program, and new posts are becoming
available under her. This change also influenced the younger probation officers because they
now had to concentrate on involving the children and their families in trauma-informed care.
Question 3
According to Kotter and Cohen, a vision is necessary to give an organization the plans
and tactics it needs to reach its end goal. A successful idea also directs an organization in taking
the actions required to finish the remaining phases of the Eight Step Change Model. A vision
offers clear and doable goals for measuring achievement while assisting in identifying areas of a
business that need to improve. A vision will also aid people in accepting the inevitable changes.
A great concept will inspire people to take action by appealing to their emotional needs. A leader
must create and convey a compelling idea that is both clear and comprehensive. A successful
change program will be led by a leader who can present a concept that is simple to comprehend,
simple to envision with understandable direction and purpose, and exhibits passion.
The initiative will only succeed if the leader can successfully and repeatedly execute
these tasks. The no wrong door vision was a brand-new concept introduced to my company last
year and went into operation at the start of this year. Clients who needed to fill out identical
paperwork ten times to apply for different social services. By integrating our county divisions,
this new vision eliminates the need for clients to visit various divisions and locations and fill out
numerous applications to apply for multiple services. All staff members agreed that better
customer service was needed, but some were concerned that integration might result in their jobs
being lost. When leadership repeatedly stated that nobody would lose their jobs and outlined a
clear path forward, fear started to fade (Kotter, P., & Cohen, D. S. 2002).
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Question 4
Kotter and Cohen further elaborate that for behavior to change, people must first
recognize the need for change, an experience that needs, and start to change. Because motivation
is a feeling term, this see-feel-change approach is more effective than the analysis-think-change
method. This is crucial to expanding organizations that seek to bring about change and spur
personnel into action. Addressing stakeholder concerns, including those motivated by emotions,
is essential for the change process as a leader.
Stakeholders must concur that change is necessary and feasible for them to support it. A
leader must take the stakeholders through the same eight phases as they would within the
organization to resolve their concerns. Stakeholders' support is essential since they can provide
the materials, information, and expertise needed to implement change. Additionally, the leader's
job description must include developing a concise, one-page vision that is easy to understand.
Question 5
I decided to evaluate and contrast the ADKAR Model of Change and Kotter's Eight-Step
Change Model. Kotter's approach comprises eight steps, but the ADKAR model has five. With
its holistic approach, Kotter's methodology is more efficient in implementing significant
organizational change. Both models concentrate on steps that result in change. There are
commonalities between these two models, even though their steps are different. Both models'
initial steps center on demonstrating the need for change inside an organization. Creating a sense
of urgency is the first step in Kotter's methodology. Similarly to this, awareness is the first phase
in the ADKAR paradigm. People within an organization are notified that change is required
(Gandolfi, F. and Stone, S. 2018).
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The second step in Kotter's methodology is to create a steering coalition. The desire to
contribute and advance change, step two of the ADKAR paradigm, is similar to this. Kotter's
model's third step is to develop a vision. A vision offers directional steps to reach the objective.
Step three of the ADKAR paradigm is understanding how to alter. This information includes
being aware of the change's appearance and its location. Kotter's fifth phase removes barriers by
encouraging people to achieve the goal.
Question 6
Disruptive change is a significant, abrupt change that causes uncertainty and forces others
in a field to either adapt or fall behind. Innovation that occurs gradually over time and allows for
the slow growth of an idea is known as incremental change. Inventiveness and the market for it.
The use of technology and a host of other variables has created a dynamic business environment
where firms must constantly adapt to disruptive change or risk being surpassed.
A significant example of a disruptive change in how people buy and rent movies and
television daily is Netflix. Before Netflix entered the business sector, well-known companies that
rented movies were Blockbuster and Family Video. Netflix revolutionized video rental services
by offering them via a subscription model and allowing users to watch them in their homes. It
completely altered the video market for movies and television shows, forcing Blockbuster out of
business. Uber and Lift have also caused upheaval in the sector that was formerly dominated by
taxi cabs.
Question 7
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A change agent understands the underlying factors that either advance or impede change.
They research, make plans, garner support, and work with others to bring about change.
Adapting to changing circumstances with a vision and enthusiasm and the capacity to inspire and
comprehend others enables change agents to advance businesses and increase productivity. A
successful change agent possesses a clear vision, patience, and knowledge.
They possess a vision and the capacity to convey it effectively to others. Patience
because change does not occur instantly, as well as the knowledge that builds credibility. A
guiding team supports and fosters support for the organization's change activities. It claims that
to lead change, you need a group or team of influential individuals whose influence stems from
various factors, including job title, position, subject-matter competence, and political relevance.
Creating a guiding team is a crucial stage that can make or break change initiatives. It helps with
the change management process. Success in guiding groups can be attributed to qualities like
dependability and admiration. Additionally, essential building stones for a successful team are
trust and accountability.
Question 8
The use of systems thinking is a crucial tactic for guiding change. This strategy is
required for executives to comprehend that an organization is a system of working
interdependent elements and that one change may have unintended effects on other areas inside
or outside the business. Systems thinking anticipates the consequences of change on the
company and its stakeholders, taking a complete approach to the organization. This is one
method to overcome the barrier to narrow-focus thinking. As a leader, you must be ready to
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confront worries, apprehensions, and wrath. Systems thinking aids in preparing leaders to
interact and communicate with managers, front-line employees, and stakeholders.
Question 9
A successful change agent possesses a clear vision, patience, and knowledge. They have
a vision and the capacity to convey it effectively to others. Patience because change does not
occur instantly, as well as the knowledge that builds credibility. A guiding team supports and
fosters support for the organization's change activities. It claims that to lead change, you need a
group or team of influential individuals whose influence stems from various factors, including
job title, position, subject-matter competence, and political relevance. Creating a guiding team is
a crucial stage that can make or break change initiatives. It helps with the change management
process. Success in guiding groups can be attributed to qualities like dependability and
admiration.
Question 10
Steps include: Innovation that occurs gradually over time and allows for the slow growth
of an idea is known as incremental change. Inventiveness and the market for it. The use of
technology and a host of other variables has created a dynamic business environment where
firms must constantly adapt to disruptive change or risk being surpassed. Creating a guiding
team is a crucial stage that can make or break change initiatives. It helps with the change
management process. A guiding team supports and fosters support for the organization's change
activities. It claims that to lead change, you need a group or team of influential individuals whose
influence stems from various factors.
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Question 11
The Affordable Care Act (ACA) changed the private insurance market by abolishing
prior condition exclusions and imposing yearly limitations on out-of-pocket expenses to expand
the number of Americans with health insurance. The law also mandated that most people have
minimal necessary coverage and permitted young persons to continue on their parent's insurance
plans until age 26. Provisions to streamline eligibility, enrollment, and renewal processes, for
example, by requiring a single application for Medicaid.
Question 12
A vision offers specific and attainable goals for measuring achievement while assisting in
identifying areas of a business that need to improve. A vision will also aid people in accepting
the inevitable changes. A great concept will inspire people to take action by appealing to their
emotional needs. A leader must create and convey a compelling idea that is both clear and
comprehensive. A successful change program will be led by a leader who can present a concept
that is simple to comprehend, simple to envision with understandable direction and purpose, and
exhibits passion. The initiative will only succeed if the leader can successfully and repeatedly
execute these tasks. The no wrong door vision was a brand-new concept introduced to my
company last year and went into operation at the start of this year. Clients who needed to fill out
identical paperwork ten times to apply for different social services. By integrating our county
divisions, this new vision eliminates the need for clients to visit various divisions and locations
and fill out numerous applications to apply for multiple services.
Question 13
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Because motivation is a feeling term, this see-feel-change approach is more effective than
the analysis-think-change method. This is crucial to expanding organizations that seek to bring
about change and spur personnel into action. Addressing stakeholder concerns, including those
motivated by emotions, is essential for the change process as a leader. Stakeholders must concur
that change is necessary and feasible for them to support it. A leader must take the stakeholders
through the same eight phases as they would within the organization to resolve their concerns.
Support from stakeholders is essential since they can provide the materials and information.
Question 14
Using the patient-centered medical home (PCMH) concept, primary care can be delivered
at a low cost while also being of the highest quality. The PCMH model uses a patient-centered,
culturally appropriate, and team-based strategy to coordinate patient care across the health
system. The PCMH paradigm has been associated with successful chronic illness management,
improved patient and provider satisfaction, cost savings, better care quality, and more preventive
care.
Question 15
EHRs and the capacity to exchange health information electronically can improve your
organization's operations and help you give patients better, safer treatment. EHRs assist
providers in improving patient care management and delivery through:
At the point of care, giving patients complete, accurate, and current information facilitates quick
patient record access for more coordinated, effective care, securely exchanging electronic data
with patients and other medical professionals, assisting medical professionals in safer care
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delivery, medical error reduction, and patient diagnosis the convenience of health care,
engagement between patients and providers, and enabling more dependable, safer prescription
supporting the advancement of clear, comprehensive documentation and precise, efficient coding
and invoicing hence improving patient data security and privacy.
Question 16
Because motivation is a feeling term, this see-feel-change approach is more effective than
the analysis-think-change method. This is crucial to expanding organizations that seek to bring
about change and spur personnel into action. Addressing stakeholder concerns, including those
motivated by emotions, is essential for the change process as a leader. Stakeholders must concur
that change is necessary and feasible for them to support it. A leader must take the stakeholders
through the same eight phases as they would within the organization to resolve their concerns.
Stakeholders' support is essential since they can provide the materials, information, and expertise
needed to implement change.
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References
Paton, K., Sengupta, S., & Hassan, L. (2005). Settings, systems and organization development:
the Healthy Living and Working Model.AHealth promotion international,A20(1), 81-89.
Alderfer, C. P. (1977). Organization development.AAnnual review of psychology,A28(1), 197-223.
Osatuke, K., Moore, S. C., Ward, C., Dyrenforth, S. R., & Belton, L. (2009). Civility, respect,
engagement in the workforce (CREW) nationwide organization development intervention at
Veterans Health Administration.AThe journal of applied behavioral science,A45(3), 384-410.
Porras, J. I., & Silvers, R. C. (1991). Organization development and transformation.AAnnual
review of Psychology,A42(1), 51-78.
