MGT540 - Facilitating Change Assessment Answer

Introduction (Change Project Background)

The methods and the patterns in which an organization implements and describes the change within both its external and internal procedures is known as change management (Cameron & Green, 2019). The manufacturing company that makes wooden toys is the subject of the Lakeland Wonders case study. I, Cheryl Hairstorm, the CEO of the business, have worked for this company for more than 20 years. I have a reputation for taking a cautious approach to business and have historically been averse to change (Beech & Macintosh, 2017). I, Cheryl, however, have grown more receptive to change management initiatives in recent years as I have realized the necessity for the business to adapt to shifting market conditions. I am also aware that for the business to remain competitive, it must become more innovative and efficient. In the following sections, I will describe my experiences with the change project completed regarding adapting to shifting market conditions as mentioned above within the business.

Question/Answers

Question 1. Discuss and analyze the role of ethical behavior in the change management project.

Answer:

Ethics in Change Management

According to Beech and Macintosh, (2017), ethics are essential to change management initiatives. While making change in the organization, I learned that making decisions for change management initiatives can have a big ethical impact on stakeholders including employees, clients, and other stakeholders. Organizations must take into account the ethical ramifications of their choices and take action to guarantee that they act in a morally upright way. The business, its procedures, and its culture must undergo significant change as a result of change management projects, and these changes may have a big effect on all stakeholders, including employees, clients, and the community (Böhm et al., 2022). Acting in a way that is consistent with moral principles and values, such as honesty, integrity, and respect for human rights, is what is meant by ethical behavior. Ethical behavior can mitigate change's negative consequences on stakeholders.

While working on the change project, I felt that change may be distressing and unpleasant, so it is essential to conduct this process in a way that is fair and compassionate to everyone concerned. By considering the moral implications of planned changes, organizations can identify potential risks and take measures to reduce them (Beech & Macintosh, 2017). For instance, businesses might connect with the public to address concerns or provide information and support to affected employees. Businesses can identify potential risks and take action to lessen them, such as providing support and resources to impacted employees or connecting with the public to allay concerns, by considering the ethical implications of suggested changes (Ahmad et al., 2021). It was clear to me that the success and long-term viability of the organization can also be influenced by moral behavior.

In terms of the change project, I ensured that the change management initiatives were regularly implemented to improve an organization's performance and competitiveness, and moral conduct made sure that these changes were implemented in a way that is compatible with the company's goals. In addition to the aforementioned benefits, I realized that ethical conduct can aid in avoiding the legal and reputational concerns connected to change management efforts (Böhm et al., 2022). Proposed modifications may have legal and regulatory ramifications if the ethical implications are not taken into account. These ramifications could harm the company's reputation and lead to financial penalties. For instance, alterations that harm the environment or violate human rights may be the subject of legal action or unfavorable media coverage. To operate ethically in the context of change management, one must take into account how proposed changes would affect all stakeholders and make sure that these changes will not jeopardize their rights, interests, or well-being.

To adapt to the shifting market demands, the change management effort for Lakeland Wonders included a move toward mass production (Beech & Macintosh, 2017). The production process underwent major modifications as a result of this shift, including the usage of less environmentally friendly materials and non-locally produced resources. The company's goals of sustainability and environmental friendliness were violated by these alterations, which had substantial ethical ramifications.

Compromised Ethics

In my opinion, Lakeland Wonders' change management initiative violated ethical standards. leadership and decision-making were highly influential in the change management project's ethical ramifications. The decision to employ non-local, non-eco-friendly materials and shift toward mass production went against the company's objectives of sustainability and eco-friendliness. I had the authority to sway this choice and guarantee that the business upheld its moral standards in my capacity as CEO (Ye et al., 2022).

Suggested Changes

Lakeland Wonders has several options to avoid compromising ethics in the change management process through my suggestions. First, the business could have thoroughly examined the ethical ramifications of the suggested adjustments. The possible drawbacks of the move to mass production and the use of foreign and environmentally unfriendly materials would have been emphasized in this analysis (Ahmad et al., 2021). The business may have, secondly, included stakeholders and employees in the decision-making process. The business may have learned important lessons about the potential ethical ramifications of the changes being suggested by including stakeholders in the decision-making process and could have taken action to allay their worries. Thirdly, the business may have thought about other options that would have allowed it to satisfy shifting market demands while upholding its moral standards (Ahmad et al., 2021). For instance, the business may have looked into ways to enhance its production process to boost productivity and cut costs without sacrificing sustainability and environmental friendliness.

What was done/could have been Done

From the case study, it is unclear whether Lakeland Wonders implemented these measures to guard against ethics being violated throughout the change management project. The business did, however, take measures to mitigate any potential drawbacks from the change to mass production and the use of foreign and environmentally unfriendly products. For instance, the business created a program to compensate for the carbon emissions caused by its production procedure. Additionally, the business kept using environmentally friendly and locally sourced goods whenever possible. I took action to ensure that the change management project's ethics were not compromised (Beech & Macintosh, 2017). I could have made a different choice if I had not felt pressured to adjust to the shifting market needs and boost profitability. Alternatively, I might have taken action to take these worries into account and address the ethical implications of the suggested adjustments (Böhm et al., 2022).

Overall, I was a key player in Lakeland Wonders' change management initiative, and her ethical leadership and decision-making were highly consequential. CEOs must think about the ethical consequences of their choices and make sure they behave in an ethical and socially responsible way.

Question 2. Communication is a key process and a core skill in the management of change. Was the change planned or unplanned?

Answer: Yes, I believed that communication is a critical element of successful change management. It is also crucial for motivating stakeholders to take action and gaining their support. Simon Sinek stresses the value of explaining the "why" behind a change initiative in addition to the "what" and "how" in his TED talk, "How great leaders inspire action (Lukmana & Hanif, 2021)."

I have learned through the change project that Great leaders, according to Simon Sinek, start with the "why" because doing so appeals to people's emotions and motives, which are crucial for energizing action and dedication. Leaders can motivate staff members and other stakeholders to embrace change and work towards a common objective by articulating a clear and compelling vision for the future and connecting it to people's values and beliefs (Lukmana & Hanif, 2021). To be effective in change management, communication calls for more than merely explaining the "why." Additionally, leaders must be able to articulate the "what" and the "how" in a way that is both clear and practical. This entails outlining the precise aims and goals of the change endeavor, as well as the procedures that will be followed to carry them out. In addition, two-way communication between leaders and stakeholders is necessary for effective communication in change management. Leaders need to be able to solicit feedback, respond to issues, and give frequent updates on the development of the change program. This promotes engagement and trust-building throughout the transition process (Yue et al., 2019).

Whether a change is planned or unplanned, communication is essential to successful change management efforts. In the case of Lakland Wonders, the change was planned. A change initiative's success can be increased with effective communication among employees. It will be examined how I, Cheryl Hairstorm, the change leader for Lakeland Wonders' change management project, adjusted to shifting market conditions as well as an assessment of whether the approach was acceptable in the circumstances (Beech & Macintosh, 2017). The suggestions for how it might have been enhanced will be made later.

My (Cheryl Hairstorm's) Behavioral Style

For the change management initiative at Lakeland Wonders, I served as the change leader. The business has to adjust to stay competitive in light of shifting market conditions. Throughout the endeavor, I also exhibited a leader-like demeanor (Beech & Macintosh, 2017). I was brief and clear in her communication of the need for change and emphasized the significance of the project to the future success of the organization. I also gave the employees detailed instructions and established definite objectives for them to meet. I actively watched my change project team's development and held them accountable for achieving these goals (Fischer et al., 2020).

Appropriateness of the Behavioral Style

The setting of Lakeland Wonders' change management project suited my strong leadership style. The company was dealing with serious issues as a result of shifting market dynamics, and a change was urgently required. My staff was able to understand the seriousness of the issue due to my great communication, and their efforts were focused on my detailed directions and clear objectives (Yue et al., 2019). I tried to keep an eye on their development to make sure they were on track and accomplishing the project's goals.

The Behavioral Style's Justification

My team was inspired to accomplish the goals of the change management project by my powerful leadership style. Harvey, (2014) asserts that throughout change projects, leaders must convey the reasons for the change, the anticipated results, and the procedures necessary to achieve them. These goals were accomplished by my clear and succinct communication style, and my insistence on the project's significance for the future success of the business inspired her team to work hard for its accomplishment.

Improvements

My strong leadership style was appropriate for the situation, but it might have been strengthened by including narrative and trust-building techniques in the interactions. During change projects, storytelling, according to Langer and Thorup (2006), may serve to foster trust and foster a feeling of shared purpose. In order to convey the importance of the change management project to my team and foster a feeling of purpose among them, I may have done so by including a narrative in my communications. I may have also concentrated on fostering open communication with the staff and including them in decision-making processes.

Overall, leaders in change management need to be proficient communicators (Yue et al., 2019). Effective communication is essential to the success of change management initiatives, regardless of whether the change is anticipated or unanticipated. The Lakeland Wonders change management project matched my authoritative management style, and my team was successfully motivated to achieve the project's objectives through my brief and clear communication. I may have included story and trust-building elements to further improve my communication and promote a sense of purpose among the staff. In summary, my actions were suitable for the circumstance, but any leadership approach can always be improved (Beech & Macintosh, 2017).

Question 3. Give an example of an organizational change that you have experienced perhaps as a manager of change or an employee working with a change or a business owner. Describe the model of change that was used.

Organizational Change Experienced as a Manager of Change

Being a manager of the change in the organization at Lakeland Wonders, I experienced that organizational transformation is a challenging process that needs careful preparation, strong leadership, and efficient communication (Lewis, 2019). The following is a description of an organizational change example and the change management model that was applied. In the parts that follow, the change that occurred at Lakeland Wonders is examined, the critical factors that affected its success or failure are examined, and suggestions for future change projects are also provided.

Changes in the market's dynamics were what led to the transition at Lakeland Wonders. I, as Cheryl Hairstorm, the company's CEO, realized that the company's traditional items were no longer selling as well as they once did and that in order to stay competitive, the company needed to broaden its product line. In response, I also decided to introduce a new line of green products, necessitating the adoption of new production techniques and the purchase of new machinery by the business (Lewis, 2019).

Model of Change that was Used

I used Kotter's 8-Step change approach to manage this transformation (Sittrop & Crosthwaite, 2021). This strategy is predicated on the idea that strong stakeholder coalitions, clear communication, and a clear vision are necessary for successful change. According to Sittrop and Crosthwaite, (2021), a well-known framework that businesses can use to handle change well is Kotter's change management model. The model has eight stages, each with its own set of objectives and tactics. A sense of urgency must be established, a strong coalition must be assembled, and a vision for change must be developed, communicated, and empowered to be carried out. Short-term victories must also be achieved, gains must be sustained and more change must be produced, and new methods must be anchored in the organizational culture (Lewis, 2019). Organizations can enhance the likelihood that change projects will be successful by adhering to the Kotter model. The first step, instilling a feeling of urgency, is particularly crucial since it explains why change is required and what would happen if change does not take place. Getting employees on board with the change endeavor might be challenging without this sense of urgency. The requirement to effectively and clearly convey the transformation vision is another crucial component of the Kotter model. People need to comprehend the change's nature, the reasons behind it, and how it will affect them. Organizations can mobilize support for the change project and make it simpler for individuals to adopt new behaviors and working methods by enabling others to carry out the vision (Lewis, 2019). The Kotter model places a strong emphasis on the value of integrating new ideas into the organizational culture. This entails ensuring that the adjustments are incorporated into how the organization runs and that they become a part of its normative procedure. Organizations can use this to prevent falling back into old patterns and make sure that the changes are long-lasting (Sittrop & Crosthwaite, 2021).

By first instilling a sense of urgency about the need for change among its staff, I tried to follow this methodology (Beech & Macintosh, 2017). I created a strong coalition of stakeholders to support the initiative and effectively communicated the company's ambition for a new line of environmentally friendly products. The corporation then explained the idea to every employee and gave them the tools and training necessary to implement the new manufacturing procedures. Launching a trial program for the new product line allowed the company to achieve quick wins as well. This initiative received enthusiastic staff and consumer feedback (Hayes, 2022). The company's operations were subsequently updated to incorporate the new manufacturing techniques, and Lakeland Wonders furthered its benefits by broadening its selection of goods. By matching its values and incentives with the new product line and making it a key component of its strategy, the company, in turn, embedded the new approaches in its culture.

The change initiative by Lakeland Wonders was successful in reaching its objectives overall. The business was able to expand its product lineup, maintain its position as a market leader, and show its dedication to environmental sustainability (Beech & Macintosh, 2017). The initiative's success was largely attributable to my strong leadership, effective messaging of the business's purpose, and the empowerment of staff to carry out that vision.

The change initiative did, however, also have several components that did not turn out as planned. Employee opposition to the change was one of the main problems the business had. These workers were accustomed to the old method of doing things (Hayes, 2022). Some workers had doubts about the new product line and were unwilling to make the necessary adjustments to use the new manufacturing techniques. The company became tense as a result of this resistance, which delayed the implementation of the new strategies.

I could have used a more participative method of change management to handle this problem. Even though I was successful in integrating novel ideas into company culture, it could have been more deliberate in fostering an environment that encourages creativity and change (Hayes, 2022).

References

Ahmad, S. F., Ibrahim, M., & Nadeem, A. H. (2021). Impact of ethics, stress, and trust on change management in public sector organization. Gomal University Journal of Research, 37 (1), 43-54. http://www.gujr.com.pk/index.php/GUJR/article/view/1291

Beech, N., & Macintosh, R. (2017). Managing change: Enquiry and action. Cambridge University Press. https://books.google.com/books?hl=en&lr=&id=_hssDwAAQBAJ&oi=fnd&pg=PT17&dq=managing+change+enquiry+and+action+&ots=4Cl3OYmVCW&sig=LFm4XzcfGY0sJjeyRZ1c_n7Nzw0

Böhm, S., Carrington, M., Cornelius, N., de Bruin, B., Greenwood, M., Hassan, L., & Shaw, D. (2022). Ethics at the center of global and local challenges: Thoughts on the future of business ethics. Journal of Business Ethics, 18 0(3), 835-861. https://link.springer.com/article/10.1007/s10551-022-05239-2

Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools, and techniques of organizational change. Kogan Page Publishers . https://books.google.com/books?hl=en&lr=&id=LX-5DwAAQBAJ&oi=fnd&pg=PP1&dq=change+management+organization&ots=v-nGSi_QGx&sig=CjecmvopRrFEpZY2pKKOiRN22jQ

Fischer, M., Imgrund, F., Janiesch, C., & Winkelmann, A. (2020). Strategy archetypes for digital transformation: Defining meta objectives using business process management. Information & Management, 57 (5), 103262. https://www.sciencedirect.com/science/article/pii/S0378720618303197

Harvey, A. (2014). Communicating to influence behavior during change. Training & Development, 41 (1), 10-11. https://search.informit.org/doi/abs/10.3316/INFORMIT.141527233311894

Hayes, J. (2022). The theory and practice of change management. Bloomsbury Publishing.

Langer, R., & Thorup, S. (2006). Building trust in times of crisis: Storytelling and change communication in an airline company. Corporate Communications: An International Journal. https://www.emerald.com/insight/content/doi/10.1108/13563280610713851/full/html

Lewis, L. (2019). Organizational change. In Origins and traditions of organizational communication, 406-423. Routledge. https://www.taylorfrancis.com/chapters/edit/10.4324/9780203703625-24/organizational-change-laurie-lewis

Lukmana, I., & Hanif, L. V. (2021). Explanation Genre in the Mostly Viewed TED Talks. In Thirteenth Conference on Applied Linguistics (CONAPLIN 2020), 259-264. Atlantis Press. https://www.atlantis-press.com/proceedings/conaplin-20/125956049

Sittrop, D., & Crosthwaite, C. (2021). Minimizing risk: The application of Kotter’s change management model on customer relationship management systems: A case study. Journal of Risk and Financial Management, 14 (10), 496. https://www.mdpi.com/1911-8074/14/10/496

Ye, S., Yang, Y., Wang, W., & Zhou, X. (2022). Linking ethical leadership to employees' change-oriented organizational citizenship behavior: A multilevel moderated mediation model. Social Behavior and Personality: An International Journal, 50 (7), 1-14.https://www.ingentaconnect.com/content/sbp/sbp/2022/00000050/00000007/art00005

Yue, C. A., Men, L. R., & Ferguson, M. A. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public relations review, 45 (3), 101-779. https://www.sciencedirect.com/science/article/pii/S0363811119300360

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