See attached file.
I have attached four files contain discussions about what a system needs to do to reduce barriers to change, to create measures that will accurately measure progress, to empower employees, and to change the skills, behavior, and culture to support the desired change in an organization.
Please provide comments for these discussions pertain to the following:
When responding to others, seek clarification, address any questions regarding the discussion, share your personal experiences that relate to their experience, and provide feedback on their posts. In addition, build on their response by acknowledging concepts in the readings that you believe the learners did not address in their post. Share personal experiences to support your ideas.
Document one is empowering the employees. The discussion of the internal systems and the example of the evaluations, a really big part of Navy management, were excellent. The example highlights the effect of poor internal structures or changes that do not support the vision. When a part of the structure is harming the vision or does not seem compatible, then the vision suffers and the change fails. A metaphor my family uses is, you can't enter a chocolate cake contest using a pineapple upside down cake. In this case, the replacement evaluation system was an obstacle to the vision. I would have preferred to know what the evaluation system was and how it blocked the vision, but the need to plan changes so they are compatible in very true.
More importantly, the entire group or company must share a vision. The need for buy in is critical to success. When the changes are necessary, without buy in from the employees, there is anxiety and lack of faith. When there is communication of the change or vision, employees can see the reasons and that creates empowerment, allowing the employees to feel part of the process. Implementing plans without buy in or poorly executed plans, plans with little planning can spell disempowerment for employees and little chance for success. A system, according to the author, must do two things, accurately measure change progress and supply personal gratification for the personnel. This is very true, the vision must support these ideals, and system has to support the vision. Changing the personnel to support the organizational change supports all of these.
Document two starts with the premise of changing not ...
The solution discusses ways to overcome barriers in change management.