9-1 Final Project Part Two Change Management Plan

9-1 Final Project Part Two: Change Management Plan

Ariel Dorsey

Southern New Hampshire University

MBA 687: Leading Organizational Change

Dr. Ricotta, Tony

A significant component of the change management kit being created is the outline of

individual and organizational activities that require change implementation. Through the change

management plan, there will be an identification of stakeholders of significance, an outline of

strategic goals, and recommended steps and strategies to implement the organizational changes

impact on the change implementation and communication. Implementors’ and other

stakeholders’ perceptions of the change drive the choices of communication strategies and

approaches. Stakeholders have prized values and to some extent, implementers may recognize

and consider these values before introducing the change (Lewis, 2021). Employees, customers,

suppliers, governments, and competitors are obvious types of stakeholders who demand things

the board of directors and senior leaders in the Leaders’ Self-Evaluations document for

additional context. According to the Leaders’ Self-Evaluations, most of the Vice President (VP)

and the Sales Manager are stakeholders that fall into the category of multiple stakeholder

identities. The sales manager mentions the strong desire to improve cross-functional practices in

the organization to prevent frustration or failure due to cultural misunderstandings. There is also

a display of comfort with change from the sales manager, insinuating the ability to lead others

through the change process. The VP possesses abilities that will be detrimental to the change

initiative, focus on the mission, and strong leadership skills as a product of years of experience.

Due to proficiency with the board of directors, the VP will aid in procuring buy-in from senior

management.

The significance of each stakeholder’s role in gaining buy-in, acceptance, and support for

change across departments has a major influence on the stakes that are negotiated and the

organizational success rate. The employees are internal stakeholders that may participate in the

buy-in if they have plans for long-term employment and collaborations. The acceptance process

will begin to become more effective as the buy-ins increasingly become unforced. Stakeholders’

ability to understand their needs will help them develop a better sense of what is important for

the change implementation process. They provide internal feedback and support for immediate

the change. All of these are implementers' and other stakeholders' perceptions of the changing

context that will drive their choices of communication strategies and approaches. These

communication strategies and approaches improve understanding and increase the probability of

the success of the change initiative.

Strategic goals that align with the change management plan are all listed in the Vision,

Mission, and Strategic Goals document in the strategic goals sections (growth, talent and

learning, customers, and marketing). Lewin’s change management plan includes the balance of

driving and restraining forces to manage organizational changes. The desire for change has been

defined by all levels of the organization and the strategic planning process is completed. The

change leaders must now create preparedness and a sense of urgency. The multiple subtasks the

organization must complete are employee engagement surveys for analysis of business processes

(complete), change vision and strategy (complete), transparent communication, and addressing

goals of the organization (Singaporean headquarters and U.S. branch). Emerging trends that

could influence employees of the U.S. branch are likely not to affect the overall organizational

structure of the change initiative. Some examples of these trends include cross-cultural

considerations, the lack of diversity among the personnel, and the inability of management to

maintain the organizational vision and mission. These trends have dampened morale in

the desired change (Refreeze). During the Unfreeze stage, preparation for the desired change, the

vital role of change communication is effectively applied to perception management to prepare

the organizational stakeholders and leadership for the change. The designated change leaders

create the preparedness and sense of urgency. This stage covers multiple subtasks the

organization must complete including employee engagement surveys for analysis of business

processes, change vision and strategy, transparent communication, and addressing employees’

current questions or concerns. In the Change stage, implementing the desired change, the

employee feedback and reports from stage one is incorporated into the change to increase the

probability of a smooth transition. The actionable subtasks for stage two are as follows:

organizing change management workshops and webinars, creating change management exercises

for the personnel, encouraging employees to deal with the change effectively, and being

initiative-taking by the short-term rewards system. The Refreeze stage, solidifying the desired

the change leaders reinforce the change implementation consistently in this stage. The subtasks

are recognizing the employees who adapted more quickly than others to encourage change

competition, offering continuous training and support, and collecting analysis regularly.

Some benefits of a change management system in general are the guidance in

making informed decisions, understanding the impact of change, aligning resources to support

within the organization. The benefits of this model also include easy implementation, gradual

approaches, and encourages lasting change.

The recommended appropriate change management model for the U.S. branch is

Lewin’s change management model. This is the recommendation of the change initiative, and it

will help the organization implement the change effectively. Problem areas related to change

indicated in the Employee Engagement Surveys and Leaders’ Self-Evaluations are as follows:

1. The U.S. brand lacks transparency in its communications with its leadership and

employees.

2. The leadership of the U.S. branch lacks the proper level of visioning and cross-

cultural awareness skills to successfully lead change initiatives.

3. All leaders admitted to needing a substantial amount of guidance in change

management skills.

and encourages lasting change) should make the process less complicated than the other models.

Due to the complexity of the comparing models, Lewin’s model has become more flexible for

organizations. The model is based on behavioral psychology and is used to identify potential

longitudinal change to humanize. The concept is clear and precise in terms of what the

organization is accustomed to. Other features of the selected change management model that

change by reducing stress and validating the positive impact that change can bring to a

multicultural workforce. The Exit Interviews identify the areas of change, mapping the path of

development for the change management model. According to the Exit Interviews, the majority

of the respondents were not satisfied with their relationship with management and admitted that

the lack of career opportunities is the reason they voluntarily terminated their employment. The

qualitative feedback found a correlation between the lack of leadership skills and the lack of

improvement after feedback. Improving the areas of the specification can sustain behavioral

changes and improve cognitive functioning in the organization. The processes, procedures, or

policies that need improvement are the key factors for success in the change implementation:

communication (information and transparency), management practices (change management

skills and cross-cultural awareness), and projection of visioning (knowledge and strategic

thinking). These improvements impact the behavioral change of employees at the U.S. branch,

an opportunity for both trust and work relationships. Collaboration is a critical competency for

achieving and sustaining high performance (Kouzes, 2021). The strategies for enhancing team

collaboration are more frequent cross-departmental communication and increased engagement

between senior leadership, middle managers, and team members. As organizations become

increasingly diverse and globally dispersed, collaborative skills are essential to navigating the

the U.S. branch is in the process of collectively analyzing the change. Neither of the branches

promotes team collaboration without management approval, but management is not efficient

enough with its decision-making process to ensure the best possible results for each department

to succeed in its overall performance. All employees must participate in the process and have

their full confidence independently in the management and personal development relationship

with the organizational change. An individual performer, normally a non-participant in non-

mandatory collaboration, becoming a team player to improve team collaboration is a strategic

waypoint to help lure the other team members to participate more in team collaborations.

Leadership behavior is also important to enhance team collaboration. Leadership behavior must

change to build trust and confidence among the team members in their roles in the organization.

The leaders must work together to create trustworthiness by providing the necessary tools and

resources to improve the environment, processes, procedures, or policies. The leaders must be

accomplish all the strategic goals listed in the Vision, Mission, and Strategic Goals document.

The steps needed to implement the change management model at the U.S. branch are aligned

with the existing system for managing risk. The evaluations and assessments collectively

represent the initial analysis of the current conditions of the organization and initiate the first

stage of the change management model. Mitigating and removing any roadblocks in the change

team members. To deal with the impact of planned and/or unplanned changes and any

contingencies or complications, the designated change leaders and active stakeholders must

effectively maintain their roles to ensure that the organization has adequate support to make the

change successfully sustainable through each milestone. The milestones that need to be

accomplished for change implementation to succeed:

1. Employee engagement surveys for analysis of business processes, change vision and

strategy, transparent communication, and addressing employees’ current questions or

concerns

2. Organizing change management workshops and webinars, creating change management

exercises for the personnel, encouraging employees to deal with the change effectively,

and initiative-taking by the short-term rewards system

3. Recognizing the employees who adapted more quickly than others to encourage change

facilitate improvement every recycles in the change management model. Obvious results of

success will include the increase in efficiency of the management team and senior leadership,

a decrease in turnover rate, an increase in career opportunities and satisfaction in the staff,

and improved productivity presented by the return on investment (ROI) from the change.

These factors can be considered to improve performance and maintain the climate of trust.