Module 9.1 Project Submission • Change Management Communication Plan.pptx

1. Michael Basanta MBA Program, Southern New Hampshire University MBA-687-Q1970 Leading Organizational Change 22TW1 Professor Jennifer Juguilon-Hottle, MBA Sunday, October 23, 2022 Module 9.1 Project Submission Change Management Communication Plan
2. Problem U.S. Branch Has Not Fulfilled the CEO’s Vision … Successful Expansion into the U.S. Market Theme Impassive & Indifferent Outlook of the Stakeholders … Vision, Values, & Mission … Leadership Included Outcomes Demonstration • Discussion • Recommendations … for Change Management Plan Process Define Audience • Communication Objectives • WDT • Timeline • Feedback Loop • Conclusion Module 9.1 Project Submission Executive Summary Sunday, October 23, 2022 Michael Basanta | 2
3. Target Audience Every Stakeholder With an Interest or Concern in U.S. Branch, LLC Priority Audiences Leadership • Frontline Employees • Informal Leaders Audience Characteristics Trust Breached • Diversity Constricted • Apathetic • Perceived Stagnant Opportunities Module 9.1 Project Submission Audience Definition Sunday, October 23, 2022 Michael Basanta | 3
4. Knowledge, Attitudes, Practices Limited Development • Reluctance to Engage • Distrustful • Status Quo – Quiet Quitting Barriers Cultural • Communicative • Psychological • Systemic Segmentation Leadership • Frontline Employees • Informal Leaders Module 9.1 Project Submission Audience Definition (continued) Sunday, October 23, 2022 Michael Basanta | 4
5. Goals • Establishment of a Baseline of Communicative Involvement • Design & Implementation of Practical Work Systems Purpose Empower Stakeholders • Collect Constructive Feedback • Foster Intercultural Competence Topics Communication • Leadership Practices • Morale • Intercultural Competence • Training • Recognition Module 9.1 Project Submission Communication Objectives Sunday, October 23, 2022 Michael Basanta | 5
6. Messages • Three-Month Transition Period of Pervasive Communication & Active Participation • Organization-Wide Readiness Assessment Channels Internal Memos • Town Halls • E-Mails • In-Person • Concepts League • HR • Development Department Performance Expectations Transparent Communication • Active Participation • Teamwork • Diverse • Respect • Dignity • Autonomy Module 9.1 Project Submission Communication Objectives (continued) Sunday, October 23, 2022 Michael Basanta | 6
7. Module 9.1 Project Submission Workforce Development Techniques Sunday, October 23, 2022 Michael Basanta | 7 Workforce Development Techniques Skills Strengths Behavior Outcomes Communicative Involvement Inclusion • Acceptance Confidence • Empathy Develop Trust in Leadership Practical Work Systems Learning • Competence Autonomy • Innovative Engage Stakeholders
8. Module 9.1 Project Submission Workforce Development Techniques (continued) Sunday, October 23, 2022 Michael Basanta | 8 Leadership Development Techniques • Adopt a Three-Year Plan to Rejuvenate the Delaware Call Center’s Working Environment • Define a Leadership Precis That Motivates & Inspires Confidence • Pronounce Position as an Agent of Change • Be Exemplary Model Leaders • Possess Detectable Levels of “Uniformity & Fidelity” • Utilize a “Low-High Implementation Strategy.” (Lewis, 2021) • Value Stakeholders • Seek Feedback • Transparent Communication
9. Module 9.1 Project Submission Communication Channels Timeline Sunday, October 23, 2022 Michael Basanta | 9 Activity Frequency Stakeholders Purpose Organizational Restructure One Time U.S. Branch, LLC Generate Organizational Support Concepts League Multiple Stages 7 Department + 7 Informal Comprehensive Reimagining Presentations Once per Month Organization-Wide Provide Information & Education
10. Module 9.1 Project Submission Communication Channels Timeline (continued) Sunday, October 23, 2022 Michael Basanta | Activity Frequency Stakeholders Purpose Presentation Redundancies Once per Month Organization-Wide Provide Information & Education Tailored Training Once per Quarter Organization-Wide Transfer of Knowledge Seek Feedback Continuously Organization-Wide Builds Trust & Confidence 10
11. Module 9.1 Project Submission Feedback Loop Sunday, October 23, 2022 Michael Basanta | 11 Metrics • Employee Engagement Surveys • Self-Evaluations • Exit Interviews • eNPS Implementation • “Professional Analytics & Advisory Panel” • One-on-One Meetings
12. Module 9.1 Project Submission Conclusion Sunday, October 23, 2022 Michael Basanta | 12 Takeaways Dire Need for Organizational Change at U.S. Branch, LLC Must Assess Willingness & Capabilities for Change Readiness Adopt a Comprehensive & Highly Adaptable Change Management Model Benefits Advocating for Stakeholder Training Valuing the Psychological & Financial Contracts Addressing All Forms of Social Divergence Challenges Protect Your Team • Develop Your Team • Connect with Your Team • Inspire Your Team • Lead Your Team
13. Module 9.1 Project Submission References Sunday, October 23, 2022 Michael Basanta | 13 Armenakis, A.A., Harris, S.G., & Mossholder, K.W. (1993). Creating Readiness for Organizational Change. Human Relations, Volume 46 (6), pp 681-704. Basanta, M. (2022). Module 3.1 Milestone One • Change Readiness or Needs Assessment Audit. MBA- 687-Q1970 Leading Organizational Change 22TW1. Southern New Hampshire University. Basanta, M. (2022). Module 6.1 Milestone Two • Change Management Plan. MBA-687-Q1970 Leading Organizational Change 22TW1. Southern New Hampshire University.
14. Module 9.1 Project Submission References Sunday, October 23, 2022 Michael Basanta | 14 Boje, D.M. (2008). Storytelling Organizations. Thousand Oaks, CA: Sage. Burnes, B., & Bargal, D. (2017). Kurt Lewin: 70 Years on. Journal of Change Management, 17(2), 91– 100. https://doi-org.ezproxy.snhu.edu/10.1080/14697017.2017.1299371 Eunson, B. (2011). Communication in the Workplace. ProQuest eBook Central https://ebookcentral- proquest-com.ezproxy.snhu.edu 2
15. Module 9.1 Project Submission References Sunday, October 23, 2022 Michael Basanta | 15 Fowler, S. (2014). Why Motivating People Doesn't Work ... and What Does: The New Science of Leading, Energizing, and Engaging, Berrett-Koehler Publishers, Incorporated, http://ebookcentral.proquest.com/lib/snhu-ebooks/ Gilstein, J. (2020). Stakeholder Analysis. Research Starters. Salem Press Encyclopedia. Hofstede Insights, (2021). Country Comparison; United States & Singapore. https://www.hofstede- insights.com/country-comparison/singapore,the-usa/ 3
16. Module 9.1 Project Submission References Sunday, October 23, 2022 Michael Basanta | 16 Jiang, H. & Men, R. L. (2015). Creating an Engaged Workforce: The Impact of Authentic Leadership, Transparent Organizational Communication, and Work-Life Enrichment. Sage Publications. Communication Research 2017, Vol. 44(2) 225–243. Kahn, A. & Fellows, S. (2013). Employee Engagement and Meaningful Work. American Psychological Association Kamara, H. (2018). Military Transformation • Applying the Kotter Eight-Step Methodology for Change in the U.S. Armed Services. JFQ 91, 4th Quarter 2018. Features. 4
17. Module 9.1 Project Submission References Sunday, October 23, 2022 Michael Basanta | 17 Khimani, S. (2013). Comparative Study: The Kurt Lewin of Change Management. International Journal of Computer and Information Technology (ISSN: 2279 – 0764). Volume 02 – Issue 04. Academia Papers. Lewis, L., Kouzes, J. M., & Posner, B. Z. (2021). Leading Organizational Change for Southern New Hampshire University. Wiley Global Education US. https://wileyplus.vitalsource.com/books/9781119832591 5
18. Module 9.1 Project Submission References Sunday, October 23, 2022 Michael Basanta | 18 Luenendonk, M. (2019). Leaders: Their Role and Impact on Business. Cleverism. https://www.cleverism.com/leaders-their-role-and-impact-on-business/ Riddell, R. Victoria. (2017). Change Readiness • Factors Influencing Employees’ Readiness for Change Within an Organization: A Systematic Review. The University of Agder. Faculty of School of Business and Law at UoA. Shuck, B. (2011). Four Emerging Perspectives of Employee Engagement: An Integrative Literature Review. Sage Publications. Human Resource Development Review 10(3) 304–328 6
19. Module 9.1 Project Submission References Sunday, October 23, 2022 Michael Basanta | 19 Simpplr Marketing. (2022). How Does Employee Disengagement Impact Attrition? https://www.simpplr.com/blog/2022/how-employee-disengagement-impacts-attrition/ U.S. Branch. (2022). Employee Engagement Surveys. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University U.S. Branch. (2022). Exit Interviews. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University 7
20. Module 9.1 Project Submission References Sunday, October 23, 2022 Michael Basanta | 20 U.S. Branch. (2022). Leaders Self Evaluations. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University U.S. Branch. (2022). US Branch Overview. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University Wong, Q. (2019). Leading Change with ADKAR. Nursing Management. April 2019. Wolters Kluwer Health, Inc. 8

Notas do Editor

Module 9.1 Project Submission

Change Management Communication Plan

Michael Basanta

MBA Program, Southern New Hampshire University

MBA-687-Q1970 Leading Organizational Change 22TW1

Professor Jennifer Juguilon-Hottle, MBA

Sunday, October 23, 2022

Executive Summary

Problem

U.S. Branch Has Not Fulfilled the CEO’s Vision … Successful Expansion into the U.S. Market

Theme

Impassive & Indifferent Outlook of the Stakeholders … Vision, Values, & Mission … Leadership Included

Outcomes

Demonstration • Discussion • Recommendations … for Change Management Plan

Process

Define Audience • Communication Objectives • WDT • Timeline • Feedback Loop • Conclusion

____________________________________
____________________________________

Employees at the call center and the sales and marketing division are disengaged and emotionally fatigued due to contradictory

communication between the branch’s leadership and the leadership at the Singaporean headquarters.

The branch team members feel frustrated and undervalued due to conflicting feedback from their VP and management team.

Messages from leadership lack consistency, especially regarding policies and practices related to human resources.

There is no training for team members.

Communication problems between the Singaporean headquarters and U.S. branches result in low employee morale.

The survey results perfectly capture the impassive and indifferent outlook of the employees toward the organization’s vision, values, and

mission. The statements “I am familiar with the company’s vision and values.” and “The organization is changing for the better” scored 26% or

10 of the survey’s respondents answering positively. (see Figure 6) This tracks three out of five potential causes of turnover outlined in the

U.S. Branch Overview; 1. Low company morale, 4. Poor management or leadership practices, and 5. Poor communications.

Demonstrate a dire need for organizational change

Discuss the change readiness of the frontline workers and leadership

Recommend U.S. Branch adopt a hybrid change management model

Define Audience by performing a target audience analysis

Determine core and audience-specific communication objectives and messages

Recommend two workforce development techniques to support employees' adaptation to change and build on existing skills and strengths

Determine the best delivery channels and timelines for each communication based on the target audience analysis

Determine metrics to track the success of the communication campaign

Audience Definition

Target Audience

Every Stakeholder With an Interest or Concern in U.S. Branch, LLC

Priority Audiences

Leadership • Frontline Employees • Informal Leaders

Audience Characteristics

Trust Breached • Diversity Constricted • Apathetic • Perceived Stagnant Opportunities

____________________________________
____________________________________

This presentation visualizes the change readiness of the frontline workers and leadership at U.S. Branch, LLC. It also assesses the needs,

willingness, and capabilities for change, plus any cultural barriers or considerations that have hindered the process. This presentation

provides clear and concise data to be utilized as a leadership aide in addressing urgent organizational concerns. In conclusion, this

presentation proves that by treating every stakeholder with respect and dignity, U.S. Branch has differentiated itself, valuing the psychological

and financial contracts cultivated with its business and supply chain partners, community, customers, and, most importantly, its employees.

Audience Definition (continued)

Knowledge, Attitudes, Practices

Limited Development • Reluctance to Engage • Distrustful • Status Quo – Quiet Quitting

Barriers

Cultural • Communicative • Psychological • Systemic

Segmentation

Leadership • Frontline Employees • Informal Leaders

____________________________________
____________________________________

The following slides of this presentation utilizes data from the Employee Engagement Survey to illustrate areas of employee engagement

needing immediate attention at U.S. Branch. The information presented combines human behavior theories to describe data concerning

employee reluctance to engage in recent improvement efforts with explanations identifying patterns of resistance. The goal is to develop

actionable business insights to help U.S. Branch make healthier (culture-wise) data-centric decisions.

Referencing the survey response rate alone proves the recommendation of this change management plan is accurate; 28.6% of U.S. Branch’s

employees responded to the survey, including leadership. This alarmingly low response rate denotes a psychological violation and a lack of

trust between leadership, frontline employees, and the organization as a whole. The problem areas of communication and impractical work

systems (i.e., job definitions, training programs, and professional recognitions) indicate an immediate and urgent need for change at the

employee and leadership levels, from a resistive mindset to a change mindset. U.S. Branch has all the hallmarks of an organization in crisis,

requiring a timely, accurate, and credible change management plan to avoid further damage to the organization’s integrity, sincerity, and

branding.

Cultural barriers that have created difficulties for the employees of U.S. Branch in adjusting to the Singaporean headquarters' SOPs are power

distance and individualism, as defined by Lewis’ Resistance Grid. The insights of each culture toward power inequalities and societal

interdependence reveal highly contrasting differences.

By treating every stakeholder with respect and dignity, U.S. Branch differentiated itself, valuing the psychological and financial contracts

cultivated with its business and supply chain partners, community, customers, and, most importantly, its employees.

Communication Objectives

Goals

• Establishment of a Baseline of Communicative Involvement

• Design & Implementation of Practical Work Systems

Purpose

Empower Stakeholders • Collect Constructive Feedback • Foster Intercultural Competence

Topics

Communication • Leadership Practices • Morale • Intercultural Competence • Training • Recognition

____________________________________
____________________________________

To sustain change efforts, U.S. Branch must establish and foster a baseline of communicative involvement with every stakeholder, valuing

their unique contributions and perspectives. This inspiration and encouragement through recognition, interactions, and feedback positively

frame stakeholders’ sensemaking and sensegiving. (Lewis, 2021) By aligning the Vision, Mission, and Values with the proposed strategic goal

of communication, U.S. Branch may leverage technologies, systems, and resources through its stakeholders. This regular and accurate flow

of information drives innovation and touches all aspects of its business operations. This unprecedented clarity empowers stakeholders to

provide services that exceed expectations and builds confidence to conquer daily challenges. It also allows U.S. Branch to collect honest and

constructive feedback and concerns, leading to more targeted solutions.

The first recommended practice is the collaborative design and implementation of practical work systems, including but not limited to

accurate job definitions, training programs, and teamwork seminars. Clearly defined standard operating procedures, essential responsibilities,

required qualifications, and compensation for work performed retain existing stakeholders and attract new highly qualified candidates.

Fostering an interculturally competent work environment promotes learning, compassion, and diversity, creating a professionally competitive

benefits package within the Wilmington, Delaware, area. By aligning the proposed change processes with effective and practical work

systems, U.S. Branch can meet the needs of the organization’s leaders and frontline employees.

The second recommended practice is establishing a three-month transition period consisting of pervasive communication and active

participation in the formalization of the proposed change initiatives. Following the informative deluge accompanying change is an

organization-wide assessment to determine current stakeholders' readiness and the validity of existing systems. By requiring quality and

pursuing innovation, U.S. Branch allows the stakeholders who are ready for the change to enact the professional habits of “commitment,

excellence, and teamwork.” (U.S. Branch, 2022) Training every stakeholder and valuing every point of view for the challenges ahead builds

stakeholders' professional resiliency, autonomy, and accuracy.

Communication Objectives (continued)

Messages

• Three-Month Transition Period of Pervasive Communication & Active Participation

• Organization-Wide Readiness Assessment

Channels

Internal Memos • Town Halls • E-Mails • In-Person • Concepts League • HR • Development Department

Performance Expectations

Transparent Communication • Active Participation • Teamwork • Diverse • Respect • Dignity • Autonomy

____________________________________
____________________________________

The first recommended best practice is the collaborative design and implementation of practical work systems, including but not limited to

accurate job definitions, training programs, and teamwork seminars. Clearly defined standard operating procedures, essential responsibilities,

required qualifications, and compensation for work performed retain existing stakeholders and attract new highly qualified candidates.

Fostering an interculturally competent work environment promotes learning, compassion, and diversity, creating a professionally competitive

benefits package within the Wilmington, Delaware, area. By aligning the proposed change processes with effective and practical work

systems, U.S. Branch can meet the needs of the organization’s leaders and frontline employees.

The second recommended best practice is establishing a three-month transition period consisting of pervasive communication and active

participation in the formalization of the proposed change initiatives.

Following the informative deluge accompanying change is an organization-wide assessment to determine current stakeholders' readiness and

the validity of existing systems. By requiring quality and pursuing innovation, U.S. Branch allows the stakeholders who are ready for the

change to enact the professional habits of “commitment, excellence, and teamwork.” (U.S. Branch, 2022) Training every stakeholder and

valuing every point of view for the challenges ahead builds stakeholders' professional resiliency, autonomy, and accuracy.

Workforce Development Techniques

Workforce Development Techniques Skills Strengths Employee Behavior Outcomes

Communicative Involvement Inclusion • Acceptance Confidence • Empathy Develop Trust in Leadership

Practical Work Systems Learning • Competence Autonomy • Innovative Engage Stakeholders

____________________________________
____________________________________

The first step needed to implement the change management plan at U.S. Branch is the announcement and acknowledgment of the radical

organizational restructuring, with the formation of the Development Department to gain buy-in, approval, and encouragement for change

across all executive departments and the Concepts League to track an accelerated, methodical, and systematic approach to introducing this

change management plan.

The second step is the establishment of a baseline of communicative involvement with all stakeholders. By aligning the vision, mission, and

values with the proposed strategic goal of communication, U.S. Branch may leverage technologies, systems, and resources through its

stakeholders.

The third step is to design and implement practical work systems, including job definitions, training programs, and teamwork seminars.

Clearly defined standard operating procedures, essential responsibilities, required qualifications, and compensation for work performed

retains existing stakeholders and attracts highly qualified candidates.

Workforce Development Techniques (continued)

Leadership Development Techniques

Adopt a Three-Year Plan to Rejuvenate the Delaware Call Center’s Working Environment

Define a Leadership Precis That Motivates & Inspires Confidence

Pronounce Position as an Agent of Change

Be Exemplary Model Leaders

Possess Detectable Levels of “Uniformity & Fidelity”

Utilize a “Low-High Implementation Strategy.” (Lewis, 2021)

Value Stakeholders

Seek Feedback

Transparent Communication

____________________________________
____________________________________

This presentation recommends that U.S. Branch and its leadership adopt a three-year plan to rejuvenate the Delaware call center's working

environment and define a leadership precis that motivates and inspires confidence. Taking a page out of Douglas Conant’s stakeholder

engagement playbook, during his tenure as CEO of Campbell’s Soup Company, every leader at U.S. Branch must pronounce their position as

an agent of change. During this organizational change, they must be the exemplary model leaders this brief describes. They must possess

detectable levels of “uniformity and fidelity” while utilizing a “low-high model implementation strategy.” (Lewis, 2021) With leadership valuing

stakeholders, it shall quickly come to pass that stakeholders begin valuing leadership.

Valuing the psychological contracts cultivated with its employees vis-à-vis communication, U.S. Branch developed trust and confidence as a

cultural behavior. Once the diverse culture has been established and confidence in leadership has been rejuvenated, the organization may

begin reinforcing its forward momentum with behavior reinforcement and performance rewards.

Communication Channels Timeline

Activity Frequency Stakeholders Purpose

Organizational Restructure One Time U.S. Branch, LLC Generate Organizational Support

Concepts League Multiple Stages 7 Department + 7 Informal Comprehensive Reimagining

Presentations Once per Month Organization-Wide Provide Information & Education

____________________________________
____________________________________

The Change Management Report identified two stakeholders as sponsors of the proposed change process. They are the Customer Success

Manager of U.S. Branch and the Administration Manager of Singapore Headquarters. Referring to the Leaders’ Self-Evaluations, the Customer

Success Manager provides input on where the organization may improve the delivery, quality, and excellence of the customer’s experience.

They also have the highest “accountability level” regarding administrative and human resources tasks. The Administrative Manager

synchronizes the organization’s daily office responsibilities and human resources duties. They provide employee evaluations, coaching, and

guidance to foster empowerment.

Together the Customer Success Manager and the Administration Manager are Co-Chairs of the organization’s new Development Department.

The Development Department has three champions in the Executive Leadership Team, the President, the Vice-President, and the Chief

Operating Officer. As champions, they must ensure the Development Department has the resources to realize the proposed change and the

support of the Board of Directors so they can generate organizational support for future change efforts. The organizational chart has been

restructured to have the Operations, Customer Success, and Administration departments report directly to the Development Department.

This organizational restructuring streamlines communication, guaranteeing a smoother flow of information to speed up decision-making and

improve business operations.

U.S. Branch must aim to track an accelerated, methodical, and systematic approach to introducing this change management plan. The

Development Department’s leadership team must create a cross-functional Concepts League to be employed at multiple stages along the

proposed change process’ timeframe to identify incorrect theories, business gaps, evolving consumer needs, market shifts, stakeholder

expectations, previously unknown risks, and innovations. The Concepts League must include the seven heads of each department plus the

elected 7 “informal leaders” led by the Customer Success Manager and the Administration Manager. U.S. Branch must emphasize the

Customer Success Manager’s and Administration Manager’s leadership roles, relying on their personality, talent, and determination to make

the change management plan successful. The Customer Success Manager and Administration Manager must directly influence the Executive

Leadership Team to procure resources and support. This agile, mission-oriented approach instigates U.S. Branch’s next wave of efficacious

visionaries and innovators. By leveraging its new horizontal hierarchy and corporate agility, U.S. Branch’s Concepts League must usher in a

comprehensive reimagining of its organizational culture, stakeholders’ experience, supply chain partnerships, marketing campaigns,

leadership competencies, organizational capabilities, and relationships with various governments and regulatory committees.

To establish education and communication as U.S. Branch’s primary enhancement strategy, the Concepts League must host a series of

organization-wide presentations to provide every stakeholder with a comprehensive package of information regarding the organizational

restructuring and change management plan.

Communication Channels Timeline (continued)

Activity Frequency Stakeholders Purpose

Presentation Redundancies Once per Month Organization-Wide Provide Information & Education

Tailored Training Once per Quarter Organization-Wide Transfer of Knowledge

Seek Feedback Continuously Organization-Wide Builds Trust & Confidence

____________________________________
____________________________________

A deliberate effort must be made to schedule presentation redundancies so that every stakeholder is presented with an opportunity to join at

least one presentation. Subsequent presentations and redundancies follow every month, building upon the information gathered from the

previous presentations.

Tailoring training ensures a transfer of knowledge but only if stakeholders are participating and collaborating. With the Concepts League’s

involvement from every stakeholder, potential innovation assassins may be identified and persuaded into preventing a resistance campaign.

Above all, the Concepts League must listen to the stakeholders involved in the change management plan and utilize their insights to the

organization's advantage. The Concepts League must not believe they possess all the solutions; they must include U.S. Branch’s stakeholders

to design and implement future changes.

The best success metric regarding the change management plan is resurveying the employees. Providing formal feedback options builds trust

and confidence in leadership. Fostering feedback between frontline employees and leadership is vital to measuring the success of the change

management plan. Including SMART goals when addressing the most urgent problem areas draws awareness to the current change barriers

and identifies innovation assassins.

Feedback Loop

Metrics

Employee Engagement Surveys

Self-Evaluations

Exit Interviews

eNPS

Implementation

“Professional Analytics & Advisory Panel”

One-on-One Meetings

____________________________________
____________________________________

The change management plan aims to provide an in-depth approach to organizational change at U.S. Branch. It utilizes data from the

Employee Engagement Survey, Leadership Self-Evaluations, Exit Interviews, and U.S. Branch’s Overview. It defines a hybrid change model,

combining the benefits of the Kotter and ADKAR models. The change management plan provides a clear and concise recommendation to be

utilized as a leadership aide in addressing urgent organizational problem areas. Problem areas such as the frontline employees’ lack of

confidence in leadership.

The plan suggests establishing a baseline of communicative involvement with every stakeholder. Valuing the psychological contracts

cultivated with its employees vis-à-vis communication, U.S. Branch develops trust and confidence as a cultural behavior. Once the diverse

culture is established and confidence in leadership is rejuvenated, the organization may begin reinforcing its forward momentum with

behavior reinforcement and performance rewards.

The recommended strategy for evaluating the impact of the proposed change initiatives on the triple bottom line at U.S. Branch, LLC is to

develop a “professional analytics and advisory panel” to assess employee engagement routinely. To that end, the newly formed Development

Department must create this professional analytics and advisory panel through the cross-functional Concepts League outlined in Module 6.1

Milestone Two • Change Management Plan. (see below, Change Management Plan) The Concepts League must identify incorrect business

theories, gaps, evolving stakeholder needs, market shifts, stakeholder expectations, previously unknown risks, and future innovations. The

Concepts League must include the heads of the seven departments plus seven “informal leaders,” one representative elected from each

department by the stakeholders in that department. Conversely, U.S. Branch must emphasize the Concepts League’s leadership role, relying

on their personality, talent, and determination to make the change management plan successful.

Conclusion

Takeaways

Dire Need for Organizational Change at U.S. Branch, LLC

Must Assess Willingness & Capabilities for Change Readiness

Adopt a Comprehensive & Highly Adaptable Change Management Model

Benefits

Advocating for Stakeholder Training

Valuing the Psychological & Financial Contracts

Addressing All Forms of Social Divergence

Challenges

Protect Your Team • Develop Your Team • Connect with Your Team • Inspire Your Team • Lead Your Team

____________________________________
____________________________________

This presentation demonstrated a dire need for organizational change. It proved that leadership must embolden stakeholders across all

departments by possessing detectable levels of “uniformity and fidelity” while utilizing a “low-high model implementation strategy. It

recognized that facilitating another human being in learning something new can be challenging, especially during times of change. Coaching

and mentoring are invaluable assets because of the relationships these exercises develop, driving the collaborative sharing of information and

nurturing an environment of anticipation and preparation. Conclusively, it advocated for stakeholder training and overall support during the

change initiative, ensuring stakeholders can embrace the new behaviors required for successful implementation.

This presentation offered an audit that discussed the change readiness of the frontline workers and leadership at U.S. Branch. It also

assessed the needs, willingness, and capabilities for change, plus any cultural barriers or considerations that have hindered the process. The

audit provided clear and concise data to be utilized as a leadership aide in addressing urgent organizational concerns. Ultimately, it proved

that by treating every stakeholder with respect and dignity, U.S. Branch differentiated itself, valuing the psychological and financial contracts

cultivated with its business and supply chain partners, community, customers, and, most importantly, its employees.

Finally, this presentation revealed its change management plan that recommended U.S. Branch adopt a change management model that is a

hybrid of the Kotter and ADKAR theories. One that is comprehensive and highly adaptable, providing an in-depth approach to organizational

change by addressing all forms of social divergence and developing clear and concise language regarding the change efforts through

education and understanding, participation and collaboration, and engagement and support.

References

Armenakis, A.A., Harris, S.G., & Mossholder, K.W. (1993). Creating Readiness for Organizational Change. Human Relations, Volume 46 (6), pp 681-704.

Basanta, M. (2022). Module 3.1 Milestone One • Change Readiness or Needs Assessment Audit. MBA-687-Q1970 Leading Organizational Change 22TW1. Southern New Hampshire University.

Basanta, M. (2022). Module 6.1 Milestone Two • Change Management Plan. MBA-687-Q1970 Leading Organizational Change 22TW1. Southern New Hampshire University.

References

Boje, D.M. (2008). Storytelling Organizations. Thousand Oaks, CA: Sage.

Burnes, B., & Bargal, D. (2017). Kurt Lewin: 70 Years on. Journal of Change Management, 17(2), 91–100. https://doi-org.ezproxy.snhu.edu/10.1080/14697017.2017.1299371

Eunson, B. (2011). Communication in the Workplace. ProQuest eBook Central https://ebookcentral-proquest-com.ezproxy.snhu.edu

References

Fowler, S. (2014). Why Motivating People Doesn't Work ... and What Does: The New Science of Leading, Energizing, and Engaging, Berrett-Koehler Publishers, Incorporated, http://ebookcentral.proquest.com/lib/snhu-ebooks/

Gilstein, J. (2020). Stakeholder Analysis. Research Starters. Salem Press Encyclopedia.

Hofstede Insights, (2021). Country Comparison; United States & Singapore. https://www.hofstede-insights.com/country-comparison/singapore,the-usa/

References

Jiang, H. & Men, R. L. (2015). Creating an Engaged Workforce: The Impact of Authentic Leadership, Transparent Organizational Communication, and Work-Life Enrichment. Sage Publications. Communication Research 2017, Vol. 44(2) 225–243.

Kahn, A. & Fellows, S. (2013). Employee Engagement and Meaningful Work. American Psychological Association

Kamara, H. (2018). Military Transformation • Applying the Kotter Eight-Step Methodology for Change in the U.S. Armed Services. JFQ 91, 4th Quarter 2018. Features.

References

Khimani, S. (2013). Comparative Study: The Kurt Lewin of Change Management. International Journal of Computer and Information Technology (ISSN: 2279 – 0764). Volume 02 – Issue 04. Academia Papers.

Lewis, L., Kouzes, J. M., & Posner, B. Z. (2021). Leading Organizational Change for Southern New Hampshire University. Wiley Global Education US. https://wileyplus.vitalsource.com/books/9781119832591

References

Luenendonk, M. (2019). Leaders: Their Role and Impact on Business. Cleverism. https://www.cleverism.com/leaders-their-role-and-impact-on-business/

Riddell, R. Victoria. (2017). Change Readiness • Factors Influencing Employees’ Readiness for Change Within an Organization: A Systematic Review. The University of Agder. Faculty of School of Business and Law at UoA.

Shuck, B. (2011). Four Emerging Perspectives of Employee Engagement: An Integrative Literature Review. Sage Publications. Human Resource Development Review 10(3) 304–328

References

Simpplr Marketing. (2022). How Does Employee Disengagement Impact Attrition? https://www.simpplr.com/blog/2022/how-employee-disengagement-impacts-attrition/

U.S. Branch. (2022). Employee Engagement Surveys. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University

U.S. Branch. (2022). Exit Interviews. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University

References

U.S. Branch. (2022). Leaders Self Evaluations. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University

U.S. Branch. (2022). US Branch Overview. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University

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Module 9.1 Project Submission • Change Management Communication Plan.pptx

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