Building and Energizing the Need for Change Module 05/CT 03

Managing Dynamic Environment (Organizational Change
Issues) Module 05/CT 03
Regulations:
· GRADING EXPECTATIONS :
1. I recommend that you use the grading rubric to shape your
work product (Attached).  
2. With respect to grading, The instructor really looks for 2
things: citations and substance. I encourage you to include cites
and information from scholarly and/or peer-reviewed sources in
addition to the course text (Cawsey, T. F., Deszca, G., & Ingols,
C. (2020). Organizational change: An action-oriented toolkit
(4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN-13:
9781544351407).
Otherwise, my potential for points is reduced. It  indicates you
have read the course materials and searched far and wide for
theories, statistics, and facts to address the issue at hand. I
encourage you to paraphrase these sources. Convert the content
into your own words rather than using direct quotes. This
improves the synthesis of information, and it makes the writing
more closely resemble your own style. 
In addition to scholarly citations, a substantive assignment is
one that not only answers the question but advances the
discussion. Please, do more than is expected.
· The writer must apply APA style guidelines And avoid
plagiarism by using your own words
· Support your submission with:
1. Course material concepts, principles, and theories from the
textbook and Use it in the references (Cawsey, T. F., Deszca,
G., & Ingols, C. (2020). Organizational change: An action-
oriented toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing.
ISBN-13: 9781544351407)

2.  At least Four scholarly, peer-reviewed journal articles such
as:
2.1 Allen, J. B., Jain, S., & Church, A. H. (2020). Using a pulse
survey approach to drive organizational change. Organization
Development Review, 52(3), 62-68.
2.2 Kellogg, K. C. (2019). Subordinate activation tactics: Semi-
professionals and micro-level Institutional change in
professional organizations. Administrative Science Quarterly,
64(4), 928–975.
2.3 Metwally, D. (2019). How ethical leadership shapes
employees’ readiness to change: The mediating role of an
organizational culture of effectiveness. Frontiers in Psychology,
10, 2493.
· Be 4 completed pages in length, which does not include the
title and reference pages, which are never a part of the content
minimum requirements. Organize your paperwith section
headers related to the Critical thinking prompts
Organizational Change Issues
Change is never an easy process. For years, researchers and
theorists have attempted to develop frameworks for change to
help individuals accept the need for change. Consider the
scenario below about change in a large organization. Then,
answer the associated questions related to organizational
change.
Due to the impact of COVID-19, a large manufacturing
company recognizes that organizational culture changes are
necessary. Furthermore, process related changes must occur.
The organization has experienced a decline in sales from early
2020 to present and recognizes that if changes are not made,
many issues may arise. Reham, the CEO of the company,
recognizes that organizational changes are needed.
Reham has proposed that the company reduce the size of the
workforce by 20% until sales increase. The organization

currently employs many full-time manufacturing employees, but
only employs a handful of office workers. To further market the
products provided by the company, many office workers are
working 10-20 hours of overtime, per week, to assist with
marketing efforts. Needless to say, office personnel are very
overwhelmed with tasks and responsibilities.
At a three-hour meeting, Reham noted that a 20% reduction
among manufacturing employees would be made within the next
month. She then went on to state that three new positions would
be added to the home office to ensure that the workload was not
as intense for office personnel.
During the meeting, many individuals recognized Reham’s point
and said that they would support her decision to make these
workforce changes. Unfortunately, Reham’s colleague, Alan
(the Director of Manufacturing), became furious about this
change and mentioned that he did not understand why Reham
was trying to ruin the company’s culture.
Based on the scenario above, answer the following questions:
1. Why do you believe that Alan is having a difficult time
recognizing the change proposed by Reham?
2. What are the implications associated with Alan, the Director
of Manufacturing, not supporting this change initiative?
3. Although Reham is the CEO, and has ultimate authority, how
might obtaining additional feedback from other organizational
leaders assist Alan in further understanding the rationale for
this change?
4. Before Reham pushes this change forward, what short-term
and long-term impacts should she consider?
Very important Note:
To move to exceed standards, I recommend providing research
and/or evidence or examples to show your point here.
Managing Dynamic Environment (

Organizational Change Issues
)
Module
05
/CT 0
3
Regulations
:
·
GRADING EXPECTATIONS
:
1.
I recommend that you use the grading rubric to shape your work
product (
Attached
).
2.
With respect to
grading, The instructor really looks for 2 things:
citations

and substance
. I
encourage you to
include cites and information from
scholarly and/or peer
-
reviewed sources in addition
to the course text
(
Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational
change: An
action
-
oriented toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing.
ISBN
-
13:
9781544351407).
Otherwise
, my potential for points is reduced. It
indicates you have read the course materials and
searched far and wide for theories, statistics, and facts
to address the issue at hand.
I encourage you to
paraphrase these sources.
Convert the content into your own words rather than using
direct

quotes
. This improves the synthesis of information, and it makes the
writing more closely resemble
your own style.
In addition to
scholarly citations, a substantive assignment is one that
not only answers the question but
advances the discussion. Please, do more than is expected.
·
The writer must apply
APA style guidelines
And
avoid
plagiarism
by using your own words
·
Support your submission with
:
1.
Course material concepts, principles, and theories from the

textbook and
Use
it in the references
(Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational
change: An action
-
oriented
toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN
-
13: 978
1544351407)
2.
A
t least
Four
scholarly, peer
-
reviewed journal articles
such as:
2.1
Allen, J. B., Jain, S., & Church, A. H. (2020). Using a pulse
survey approach to drive
organizational change. Organization Development Review,
52(3), 62
-
68.

2.2
Kellogg, K. C.
(2019).
Subordinate activation tactics: Semi
-
professionals and micro
-
level
Institutional change in professio
nal organizations
. Administrative Science Quarterly, 64(4),
928
–
975.
2.3
Metwally, D. (2019).
How ethical leadership shapes employees’ readiness to change:
The
mediating role of
an organizational culture of effectiveness
. Frontiers in Psychology, 10, 2493.
·
Be
4
completed

pages
in length, which does not include the title and reference pages,
which are never a part
of the content minimum requirements.
Organize your paper
with
section headers
related to the Critical
thinking prompts
Managing Dynamic Environment (Organizational Change
Issues) Module 05/CT 03
Regulations:
:
1. I recommend that you use the grading rubric to shape your
work product (Attached).
2. With respect to grading, The instructor really looks for 2
things: citations and substance. I
encourage you to include cites and information from scholarly
and/or peer-reviewed sources in addition
to the course text (Cawsey, T. F., Deszca, G., & Ingols, C.
(2020). Organizational change: An
action-oriented toolkit (4th ed.). Thousand Oaks, CA: Sage
Publishing. ISBN-13:
9781544351407).
Otherwise, my potential for points is reduced. It indicates you
have read the course materials and
searched far and wide for theories, statistics, and facts to
address the issue at hand. I encourage you to

paraphrase these sources. Convert the content into your own
words rather than using direct
quotes. This improves the synthesis of information, and it
makes the writing more closely resemble
your own style.
In addition to scholarly citations, a substantive assignment is
one that not only answers the question but
advances the discussion. Please, do more than is expected.
The writer must apply APA style guidelines And avoid
plagiarism by using your own words
1. Course material concepts, principles, and theories from the
textbook and Use it in the references
(Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational
change: An action-oriented
toolkit (4th ed.). Thousand Oaks, CA: Sage Publishing. ISBN-
13: 9781544351407)
2. At least Four scholarly, peer-reviewed journal articles such
as:
2.1 Allen, J. B., Jain, S., & Church, A. H. (2020). Using a pulse
survey approach to drive
organizational change. Organization Development Review,
52(3), 62-68.
2.2 Kellogg, K. C. (2019). Subordinate activation tactics: Semi -
professionals and micro-level
Institutional change in professional organizations.
Administrative Science Quarterly, 64(4),
928–975.
2.3 Metwally, D. (2019). How ethical leadership shapes
employees’ readiness to change: The
mediating role of an organizational culture of effectiveness.
Frontiers in Psychology, 10, 2493.

title and reference pages, which are never a part
of the content minimum requirements. Organize your paper with
section headers related to the Critical
thinking prompts
Chapter 4: Building and Energizing the Need for Change
Chapter Overview
This chapter asks the question “Why change?”
A framework for assessing and understanding the need for
change from multiple perspectives is developed
It describes what makes organizations ready for change
It outlines how change leaders can create an awareness for
change
The importance of developing the vision for change is
addressed. It can be a powerful aid in energizing and focusing
action
Deszca, Ingols & Cawsey, Organizational Change: An Action-
Oriented Toolkit, 4th ed.. © 2020 SAGE Pub.
2
2
The Change Path Model
Identify the need for change
Articulate the gap between current situation and desired future
state and develop awareness of need for change
Develop and disseminate a powerful vision for change
Disseminate the vision through multiple channels

3
3
Institutionalization
Chapter 10
Acceleration
Chapter 9
Mobilization
Chapters 5 through 8
Awakening
Chapter 4
Recognizing the Need for Change Is Not Enough!
There is no shortage of things needing change
Recognizing the need for change is not sufficient
“Why change” is aided by solid analysis of what needs to
change and why its important to expend resources on this area,
but…
We need to be able to craft a compelling vision of:
Where we want to go (the desired change)

Why it is worth the effort
4
4
The Need for Change:
Have You Done Your Homework?
What is your assessment of the need for change and the
important dimensions and issues that underpin it?
Have you investigated fully the perspectives of internal and
external stakeholders?
Can the different perspectives be integrated in ways that offer
the possibility for collaborative solutions?
Have you developed and communicated the need for change in
ways that will heighten readiness and willingness to change?
5
Develop Your Understanding of the Need for Change
Develop Your Understanding of the Need for Change and Create
Awareness and Legitimacy for it

Seek Out & Make Sense of External Data
Seek Out & Make Sense of the Perspectives of Other
Stakeholders
Seek Out & Assess Your Personal Concerns & Perspectives
Seek out & Make
Sense of Internal Data
6
Readying an Organization for Change
Need for change is identified in terms of the gap between the
current state and the desired state
People must believe that the proposed change is the right
change
People must believe they can accomplish the change
The change is supported by key individuals that organizational
members look to
“What’s in it for me?” has been addressed
7
A Second Look at Readiness
Leadership viewed as trustworthy by followers

Followers viewed as trustworthy and able to dissent by leaders
Have capable Champions of Change
Involved middle management
Innovative culture
Accountable culture
Effective communications
Systems thinking
8
Rate the Organization’s Readiness for Change
Readiness Dimensions:
Previous Change Experience
Score Range (−8 to +4)Score? _________Executive Support
Score Range (−3 to +7)Score? _________
Credible Leadership & Change Agents
Score Range (0 to +11)Score? _________
Openness to Change
Rewards for Change
Measures for Change & Accountability
Score Range (0 to +4)Score? _________

9
Rate the Organization’s Readiness for Change (cont.)
Total scores can range from −25 to +50
The higher the score, the more ready the organization is for
change
Organizations that score below +10 are likely not ready for
change, making change very difficult
Use scores from each area as a guide to focus your attention on
those low-scoring sections. What could be done to increase
readiness?
This tool’s purpose is to raise awareness of the organization’s
readiness for change. It is not meant to be used as a formal
research tool!
10
Creating Awareness of the Need for Change
Create awareness that a crisis is near, or create a crisis that
needs to be addressed
Develop a transformational vision for the change based on
compelling values
Find a transformational leader to champion the change

Focus on common or shared goals and work out ways to achieve
them
Create dissatisfaction with status quo through information and
education
11
Barriers to Recognizing the Need for Change (“Active Inertia”)
Mental models about the world become blinders
Past successes reinforce existing practices
Existing values and corporate culture may harden into dogma
Leadership practices may impede recognition of need for change
Embedded systems and processes can harden into unquestioned
routines and habits
Existing relationships can become shackles that impede the
ability to respond to a changing environment
12
Groupthink
Illusion of invulnerability

Construct rationalizations
Morality of position is unquestioned
Stereotypes—distort image of other parties
Pressure applied to those who express doubts about the group’s
position
Self-censorship—deviations from consensus are avoided
Illusion of unanimity
Mind-guards: leaders and fellow members protected from
adverse information
13
Overcoming Groupthink
Have the leader play an impartial role
Actively seek dissenting views. Have members play the role of
devil’s advocate
Actively discuss and assess the costs, benefits and risks of
diverse alternatives
Establish a methodical decision-making process at the
beginning
Ensure an open climate and solicit input from informed
outsiders and experts
Allow time for reflection and do not mistake silence for consent
14

Value of a Vision for Change
15
What is Your Experience with
Vision Statements?
What makes for a good vision statement?
What is the difference between a vision for the organization and
one for change?
What does the organization and senior management want from
the vision?
How much time, energy and resources should be devoted to
creating a vision? Who should be involved?
16
What is a Vision Statement?
It is an attempt to articulate what a desired future for a company
would look like… an organizational dream. Visions are big
pictures.—Todd Jick

17
What is a Vision Statement? (cont.)
According to Tichy and Devanna:
It provides a conceptual framework for understanding the
organization’s purpose—the vision includes a road map
It has emotional appeal with which people can identify
A vision’s value lies in its ability to guide behavior
18
What is a Vision Statement? (cont.)
According to Simons:
A vision without task is a dream world, and task without vision
is drudgery.
19

Approaches to Visions for Change
Leader-developed vision
Leader-senior team-developed vision
Bottom-up visioning
20
Your Thoughts on Organizational Vision
How do you think an organization should go about developing a
vision? Bottom up? Top down?
To whom should it be communicated? How should it be
communicated?
When does an organization need to consider or revisit its
vision?
21
Value of a Vision Is to Guide Behaviour
Good visions are:
Clear, concise, easily understandable

Memorable
Exciting and inspiring
Challenging
Excellence-centered
Stable but flexible
Implementable and tangible
22
Why Is It Necessary to Have a Vision?
A vision enhances performance measures
It promotes change and provides a basis for a strategic plan
It motivates individuals and facilitates recruitment
It establishes a context for decision making
23
What Is a Useful Vision?
A useful vision focuses on the future
Vision integrates three factors:

Mission: What business are we in? What’s our reason for being
and our fundamental values?
Strategy: How are we to achieve our mission and our
competitive advantage?
Culture: The enactment of who we are in our values, beliefs,
rituals, etc., relative to ourselves, our coworkers and our clients
24
Why Do Visions Fail?
Senior management’s walk doesn’t match the talk
Ignores needs of those putting it into practice
Unrealistic expectations develop that can’t be met
Lacks grounding in the reality of the present
Either too abstract or too concrete
Lack of creative input
Poor management of participation
Complacency—no sense of urgency
25

The Vision Trap
Watch for vision creep
Get back to basics:
Language people can identify with
Language people can do something with and focus upon
Vision that engages and energizes and is not abstract and
ambiguous
26
“Handy-Dandy Vision Crafter”
We Strive to be the…
________________________________________________
(Premier, Leading, Pre-eminent, World-class, Dominant, Best of
Class)
Organization in Our Industry. We Provide the Best…
_______________________________________________
(Committed, Caring, Innovative, Expert, Environmentally
friendly, Reliable, Cost-effective, Focused, Diversified, High-
Quality, On Time, Ethical, High value added)
________________________________________________
(Products, Services, Business

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