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Student 1 AREEB ALBARGAWI Individuals as drivers of organizational change The organizational change enables an organization to institute significant changes in its structure, such as its culture, operational or technological infrastructure, or its internal systems & processes (Kaufman, 2017). The failure rate of organizational change is 70% and this is not because the employees or the leaders are incompetent but because the focus of the leaders while making the change is on the organization as a whole and not on the individual. The change-makers in the organization should understand that the change begins with the individual and not the organization and focusing on the individual person per se would give them the requisite results. The change has to start at the lower level because that is where the change is most visible. Merely taking the decisions at the executive level doesn’t make the change successful, for it to be successfully implemented and show the results, it has to begin at the individual level taking into consideration the employees who has to implement the change or who will be directly impacted by the change. Therefore, successful change management begins with the individual and not the organization. Barriers to change The barrier of cultural diversity stigma and the barrier of lack of knowledge of the ground reality was very similar to the experiences that I had. In the video, the example of Toyota was discussed wherein the Japanese executives were not agreeing with the fact that Trucks and SUVs are bought by middle-class families and according to them these vehicles are bought by rookies and cowboys hence there wouldn’t be many sales of such vehicles in the USA. It was only after they went to an event wherein, they saw almost every middle-class family having trucks and SUVs did they got to know about the ground reality. They agreed to specifically build trucks and SUVs for middle-class families in the USA. A similar thing happened to me in a multinational company that was working in diverse fields it planned to enter the gaming industry. The leaders of this company were targeting only the people below age 25 because they thought that only a very limited number of people above 25 have time to play video/mobile games. However, they were unaware that more than 40% of gaming players are above the age of 25 and were leaving this segment without actually knowing the ground reality. Facilitating change through the principles shared in the video The video is based on the theme that change begins with an individual and not the organization. Whenever an organizational change is to be taken, the organization as a whole is considered and the most important part of the organization i.e., the employees are not taken into consideration (Augustsson et al., 2017). This is the reason why most of the change initiatives are unsuccessful because the change should start at the individual level and not the organizational level because only when the change would impact the individual would it help impact the whole organization. The champions of change are also to be chosen very wisely while initiating the change. While the change is in process, many companies make the mistake of making the executives who are the decisionmaking authority as the champions of change and these executives are considered to be the most reliable to initiate the change. However, the champions of the change should be people working at the ground level and implementing those changes and not the executives who only took the decision of making the change. Change path model The change path model is related to the approach that has been offered in the video. According to Ingols et al. (2020), Lewin’s change path model consists of three different steps of making change namely: a. The first step is for the leaders to understand the problems or lacunas that are present in the organization. b. The second step is again for the leader to make the employees understand about the need for the change to fill those lacunas. c. The third step is for everybody to accelerate the change. The discussion in the video is also on similar grounds, it discusses the role of both the executives and the employees in initiating the change and the role of executives in teaching the deep details of the change to the employees working at the lower level so that they could implement it properly. Student 2 AFNAN ALQAHTANI Importance of Individual Change Organizational change intensively depends upon individual change as the organization is the compound of multiple individuals performing their assigned duties and tasks to accomplish the overall organizational goal. Hence, their performance is highly impactful on the success and failure of the organization. So yes, I agree that organizational change begins with individual change, not the organization itself. According to the video, the writers told us that almost 70% of the change managers fail to implement change during the change idea plan, and 30% get successful. The reason behind that is the incompetent and inefficient set of knowledge and approach used in initiating change, while 30% study the roots and evaluate the approaches according to them (INSEAD, 2008). Barriers to change 1. Failure to identify need The main barrier is the identification of the need for change which is because the mid map of the individuals or managers get rigid and sticks to the old idea and practices as they have played a major role in the success and profitability of the organization, so they do not plan to get flexible with change (INSEAD, 2008). 1. Failure in moving When the need for change is identified, most managers and organizations fail to move toward the change implementations and planning to engage in new practices. They cannot learn how to initiate the change and make it successful, so they resist taking risks (INSEAD, 2008). 1. Failure in accomplishing Even when these kinds of organizations that are more focused on organizational structure and systems thrive for the change, they fail to help their individuals find the gaps and practice the change by learning new skills and knowledge (INSEAD, 2008). Principles 1. Contrasting According to the video, the basic principles consist of contrasting and confrontation of the change in any organizational setting by the managers and the top management whom the change champions. The contrast helps the organization and managers to learn about the multiple alternatives and ideas which clarify the success-oriented change practice and risk-oriented plan (Vanclay & Hanna, 2019). 1. Confrontation Confrontation with the desire or need is important to make the change plan successful and achieve the desired future goal. Hence, confrontation is crucial for any change initiative and change agent to perform and evaluate the change plan. The struggle can be identified by helping the employees develop their skills and knowledge according to the desired position. (INSEAD, 2008). Models Change Path Model The most relatable model with the discussion in the video for organizational change and linking it with individual change is the change path model because it comprises of following steps such as (Deszca et al., 2020). 1. Awakening This step identifies the need for change after researching and surveying the market and studying the gaps. 2. Mobilization Then the managers must train their employees to get adaptable to change and flexibly perform in the easier implementation of the change plan. 3. Acceleration The managers must confront the change and employees to align on the same page, so no ambiguity is left behind. They should focus more on individual development in order to achieve organizational development (Zebian, 2022). 4. Institutionalization When individuals are trained and motivated enough towards the change process, their performance must be evaluated to keep it strategic and aligned with the goals (INSEAD, 2008). Reference

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