The following below is my classmate discussion and I need to replay either agree or disagree his/her points and why I agree or disagree with some references to support my idea: The course Leading Change discusses topics related to organizational change as it’s seen as the solution to business crisis. Crisis can affect a company’s operations, reputation and development and the awareness of the necessity behind change is a matter of innovation or death (Fragouli & Ibidapo, 2015). Leading change isn’t just beginning the process and finishing it. It’s about learning the steps needed from the moment an issue is observed to the long term sustainability of the change. Sustaining major change initiatives is a crucial step that occurs after the implementation is complete and that can determine the future of the company. A business that implements change but doesn’t sustain it and lets operations decay will likely see a lack of commitment from the workforce in the future and the recovery becomes increasingly challenging (Maurer, 2005). Organizational change needs to be understood by managers and anyone that wants to grow in their careers because the process is inevitable during a company’s life cycle and it can be challenging and chaotic. Change initiatives have a big track record of failure because change requires steps and a system that not every management is trained for (Karp & Helgo, 2009). A process is strengthened when the way managers choose to implement the change include: identifying the need for change, creating a sense of urgency, communicating the vision, implementing and supporting the change and diffusing the change throughout the organization (Whelan-Berry, Gordon & Hinings, 2003). This knowledge obtained in the course of Leading Change can be extremely useful in the future when dealing with change management or being on the side affected by the implementation of a change. There can be failure in the change implementation not only because of the management’s inability to guide the company but also because the resistance to change can be too big to overcome. Resistance to change is a natural occurrence in these situations as it involves people being asked to leave their comfort zone and move from the known to the unknown (Repovš, Drnovšek & Kaše, 2019). The manager’s role here becomes once again crucial for the success of the process. Leaders need to understand that support to the employees need to happen in order to reduce the chances of resistance. Understanding the reasoning behind resistance and keeping eyes and ears open to listening to the concerns of individuals and preparing them from resistance to readiness is the skill that can lead companies to surviving external and internal forces and adapt appropriately to stay competitive in the market (Thakur & Srivastava, 2018). Reference: Fragouli, E., & Ibidapo, B. (2015). LEADING IN CRISIS: LEADING ORGANIZATIONAL CHANGE & BUSINESS DEVELOPMENT. International Journal of Information, Business and Management, 7(3), 71-90. Retrieved from https://search.proquest.com/docview/1687614392?accountid=158986 Karp, T., & Helgø, T. I. T. (2009). Reality revisited: Leading people in chaotic change. The Journal of Management Development, 28(2), 81-93. doi:http://dx.doi.org/10.1108/02621710910932052 Maurer, R. (2005). Sustaining commitment to change. The Journal for Quality and Participation, 28(1), 30-35. Retrieved from https://search.proquest.com/docview/219107458?accountid=158986 Repovš, E., Drnovšek, M., & Kaše, R. (2019). CHANGE READY, RESISTANT, OR BOTH? EXPLORING THE CONCEPTS OF INDIVIDUAL CHANGE READINESS AND RESISTANCE TO ORGANIZATIONAL CHANGE. Economic and Business Review for Central and South – Eastern Europe, 21(2), 309-337,343. doi:http://dx.doi.org/10.15458/85451.82 Thakur, R. R., & Srivastava, S. (2018). From resistance to readiness: The role of mediating variables. Journal of Organizational Change Management, 31(1), 230-247. doi:http://dx.doi.org/10.1108/JOCM-06-2017-0237 Whelan-Berry, K., Gordon, J. R., & Hinings, C. R. (2003). Strengthening organizational change processes: Recommendations and implications from a multilevel analysis. The Journal of Applied Behavioral Science, 39(2), 186. doi:http://dx.doi.org/10.1177/0021886303256270
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