{"id":5426,"date":"2018-11-06T17:07:34","date_gmt":"2018-11-07T01:07:34","guid":{"rendered":"https:\/\/create.twu.ca\/ldrs501\/?p=5426"},"modified":"2019-10-29T05:54:21","modified_gmt":"2019-10-29T12:54:21","slug":"addicts-teach-us-how-to-persevere-in-organizational-change-favorable-6-1","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/ldrs501\/2018\/11\/06\/addicts-teach-us-how-to-persevere-in-organizational-change-favorable-6-1\/","title":{"rendered":"Addicts Teach Us How to Persevere in Organizational Change – Favorable (6.1)"},"content":{"rendered":"

Education Team 1, The Extraordinary Educators, presents a favorable position of the section \u201cwhat addicts can teach us about change.\u201d<\/strong><\/p>\n

The process of change involves a recognition of an existing problem, seeking strategies to change or minimize the problem, choosing the best fit strategy, and persevering through all of the challenges along the way before arriving at the end goal. Because of the seriousness of addiction, the challenges an addict faces on the road to change, the perseverance that is necessary through those challenges, and the motivation required to arrive at the end goal can teach us many valuable things about change. In this post, the team of Extraordinary Educators will discuss, defend, and highlight the lessons learned from the process of change in people struggling with addiction as it equates to the process of change in an organization.<\/p>\n

Argument 1: Addiction, revealing the way of thinking and reflected by conduct, is very similar to the process in change.<\/strong><\/p>\n

Addiction, defined as a kind of psychological dependence, consists of physiological and psychological components of behavior patterns which lead to behavioral resistance to change (DiClemente, 2018). Hence, it is very likely addiction stands in the way for an individual to align conducts with personal MVV (mission, vision, value) and achieve the desired self-image. In other words, addiction can create the performance gap followed by comments of lacking alignment and commitment (Hughes, Beatty, & Dinwoodie, 2014). To better understand factors behind the resistance to change, it is crucial to know the reasons and approaches to overcoming addiction. In turn, the key points gained from learning about addiction directly apply to analyzing and solving the resistance problems in both professional and personal life.<\/p>\n

Change, which is situational, always comes along with a psychological transition (Bridges, 2009). Overlooking this transition will eventually make the change unmanageable. To be more specific, people need to be addicted to the new ways of thinking and doing things instead of hanging on to old habits after change happens. This is similar to the necessary shift from Old Economy thinking to New Economy thinking which happens in waves to varying degrees, acknowledging \u201cthat there is no simplistic or absolute cut-off point between Old and New Economy values\u201d (Ungerer, Ungerer, & Herholdt, 2016, p. 16). \u00a0People will naturally behave differently when mental acceptance changes the way of thinking. Further, Cameron and Green (2015) present the Virginia Satir model (Figure 1) to illustrate the distinctive resistance and other four internal psychological stages for a group of people when facing external change. The Virginia Satir model is very much similar to the five levels of change readiness developed from the research against addictions and change (Lepsinger, 2010).<\/p>\n\n\n\n
\"Well<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Figure 1.<\/em>The impact on group performance of a well-assimilated change during the five stages of the Satir Change Model (Smith, 2015).<\/p>\n

Argument 2: Level 1 (Zero Intent to Change) offers a vital opportunity for an organization to help staff see the problems and psychologically prepare for the change.<\/strong><\/p>\n

Rather than abruptly forcing the plan for change on the entire organization, effective leaders would intentionally prepare the organization for the new practices. To help the company change, effective leaders will first develop a sense of urgency to make people see the problem actively and spark the initial motivation (Kotter, 2012; Reeves, 2009). Also, strategic leaders will assess organizational capacity for change before taking action to create better alignment by setting clear priorities and maintaining a high commitment to MVV (Hughes, Beatty, & Dinwoodie, 2014). It is necessary, therefore, for the organization to be aware of most staff\u2019s top priority is to keep the balance with status quo they are comfortable with and their low capacity to change at level 1. As the association between five levels and Bridges\u2019 stages of transitions presented in Table 1– acknowledging the end, identifying the losing, and managing every detail in letting go of the old situation–can get employees to recognize they can move forward without being afraid of what is happening to them (Bridges, 2009).<\/p>\n\n\n\n\n\n\n\n\n
Table 1<\/p>\n

Combining Five Levels of Change Readiness with Bridges\u2019 Transition Stages<\/td>\n

<\/td>\n<\/tr>\n
Level 1: Zero Intent to Change<\/td>\n\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0Ending, Losing, Letting Go<\/td>\n<\/td>\n<\/tr>\n
Level 2: Considering Change<\/td>\n\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0The Neutral Zone<\/td>\n<\/td>\n<\/tr>\n
Level 3: Planning and Preparation<\/td>\n<\/td>\n<\/tr>\n
Level 4: Visible Action<\/td>\n<\/td>\n<\/tr>\n
Level 5: Habit<\/td>\n\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 The New Beginning<\/td>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Table 1. Combining Five Levels of Change Readiness with Bridges (2009).<\/p>\n

Argument 3: Considering change (level 2) help the organization establish the commitment to the change.<\/strong><\/p>\n

Although \u201clow to none\u201d (Lepsinger, 2010, p. 143), considering change signifies the growing commitment to the process of change. Also, level two indicates entering the phase of neutral zone (Table 1) where people are vulnerable and anxious to attack from both outside and inside (Bridges, 2009). Since people are considering using new behaviors, establishing effective communication on this level could not only reinforce the pros of making the change but also diminish uncertainty and frustration. Reeves (2009) says that leaders must define what will not change such as values and relationships to ensure that trust continues (p. 38). Consequently, the leaders can take good care of the staff\u2019s emotion and set a sound basis for building commitment to the change. Furthermore, level 2 is the right time for strategic leaders to use Exhibit 4.1 (Hughes, Beatty, & Dinwoodie, 2014, p. 133) to gather feedback and assess employee passions. The reflective results can be helpful when strategic leaders try to align the staff\u2019s MVV with the company\u2019s MVV in the process of change.<\/p>\n

Argument 4: Planning and preparation (level 3) is the fertile land which makes it possible for the flower of creativity to bloom in the organization. <\/strong><\/p>\n

Lepsinger (2010) mentions people at this level \u201cdemonstrate small behavioral changes\u201d (p. 144). It implies people have started to do something different from the past. This level also involves a lot of thinking concerning change (Table 6.2, p. 143). In this situation, \u201cpeople who never challenged the status quo now ask questions\u201d (Bridges, 2009, p. 42) and they may be the \u201cones with breakthrough answers\u201d (p. 43). Strategic leaders need to \u201ccapitalize on all the confusion by encouraging them to be innovative\u201d (p. 43) and manage creative people to increase the possibility to add value to the business (Galbraith, 2014).<\/p>\n

Argument 5: Building on visible progress (level 4) ensures the real change continues running deep. <\/strong><\/p>\n

Kotter (2012) argues many changes fail because people consider visible progress as the victory. Similarly, Lepsinger (2010) notes the behaviors on this level are not demonstrated consistently in Table 6.2 (p. 143), and the commitment is not stable although high. It is worth noticing \u201cwe need everyone\u2019s commitment to get people to give 100%\u201d (Bridges, 2009, p. 26), and \u201cpeople do recycle through the states several times\u201d (Lepsinger, 2010, p. 142). Abundant time is needed to guarantee getting people \u201cto maintain the change in behavior\u201d (Lepsinger, 2010, p. 145) and managing the ambivalent emotion towards the new beginning (Bridges, 2009). Moreover, looking for more improvements and building on the visible progress could help people be aware of the inconsistent behaviors and more closely align personal conducts with the company\u2019s MVV. In turn, the organization can consolidate the commitment and regularly assess it until it reaches a high and stable level.<\/p>\n

A transformational servant leader (TSL) \u201cis concerned with the performance and development of followers to their maximum potential\u201d (Imbenzi, Page, & Willaume, 2013, para. 14). \u00a0This focus enables followers to look past their self-interests and focus their energies on higher level needs such as accepting the necessary changes in their organization. \u00a0Knowing the leader of an organization is cognizant of the needs and reactions of the followers will facilitate healing, commitment to change, and foster long-term trust relationships for future changes (Imbenzi et al., 2013, para. 25).<\/p>\n

Argument 6: Fusing the new habit (level 5) with corporate culture gives the change a solid place in the organization.<\/strong><\/p>\n

Regarding the resolving of addiction, forming the new habit at level five refers to the end of changing readiness. More importantly, people \u201chave confidence in their ability to effectively use the new habit\u201d (Lepsinger, 2010, p. 145). From the perspective of an organization, the most critical thing is to help staff realize change could happen, and they can manage to get through it. It is not only about the new habit which internalizes new ways of thinking and doing things, but also that change itself should have a solid place in the corporate culture by reminding people of the contribution they have made in the process and the success stories to enhance their confidence.<\/p>\n

Conclusion<\/strong><\/p>\n

The process of change is exceedingly difficult for people struggling with addiction. The psychological and physiological dependency of an addict creates more difficult barriers and challenges in the process of change. Even the person who is most resistant to change in an organization does not face the same intense challenges and difficulties that an addict endures. The study of the process of change in addictions can teach us many valuable lessons about the process of change in an organization and how to more effectively prepare for the possible resistance displayed by employees who struggle with shifts in the status quo.<\/p>\n

References<\/strong><\/p>\n

Bridges, W. (2009). Managing transitions: Making the most of change. <\/em>Philadelphia, PA: De<\/p>\n

Capo Press.<\/p>\n

Cameron, E., & Green, M. (2015). Making sense of change management <\/em>(4th ed.). Croydon,<\/p>\n

Great Britain: Kogan Page Limited.<\/p>\n

DiClemente, C. C. (2018). Addiction and change: How addictions develop and addicted<\/em><\/p>\n

people recover<\/em>. Guilford Publications.<\/p>\n

Galbraith, J. R. (2014). Designing organizations: Strategy, structure, and process at the<\/em><\/p>\n

business unit and enterprise levels<\/em>. San Francisco, CA: Jossey-Bass.<\/p>\n

Hughes, R., Beatty, K. & Dinwoodie, D. (2014). Becoming a strategic leader: Your role in<\/em><\/p>\n

your organization\u2019s enduring success<\/em>. San Francisco: Jossey-Bass.<\/p>\n

Imbenzi, G., Williaume, D. & Page, D. (2013). Transformational servant leadership<\/em>.<\/p>\n

Unpublished manuscript, Master of Arts in Leadership. Trinity Western University:<\/p>\n

Langley, Canada. Retrieved from\u00a0https:\/\/books.twu.ca\/monograph\/chapter\/transformational-servant-leadership\/<\/p>\n

Kotter, J. P. (2012). Leading change, With a new preface by the author. <\/em>Boston, MA: Harvard<\/p>\n

Business Review Press.<\/p>\n

Lepsinger, R. (2010). Closing the execution gap: How great leaders and their companies get<\/em><\/p>\n

\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0results<\/em>. San Francisco, CA: John Wiley & Sons.<\/p>\n

Reeves, D. B. (2009). Leading change in your school<\/em>. Alexandria, VA: ASCD.<\/p>\n

Smith, S. M. (2015). \u00a0The Satir Change model. Retrieved from http:\/\/stevenmsmith.com\/ar-satir-change-model\/<\/p>\n

Ungerer, M., Ungerer, G., & Herholdt, J. (2016). \u00a0Navigating strategic possibilities: Strategy<\/em><\/p>\n

formulation and execution practices to flourish.<\/em> \u00a0Randburg, South Africa: KR<\/p>\n

Publishing.<\/p>\n\n

\n <\/div>\n\n","protected":false},"excerpt":{"rendered":"

Education Team 1, The Extraordinary Educators, presents a favorable position of the section \u201cwhat addicts can teach us about change.\u201d The process of change involves a recognition of an existing problem, seeking strategies to change or minimize the problem, choosing the best fit strategy, and persevering through all of the challenges along the way before […]<\/p>\n","protected":false},"author":1015,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_newsletter_access":"","_jetpack_dont_email_post_to_subs":false,"_jetpack_newsletter_tier_id":0,"_jetpack_memberships_contains_paywalled_content":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_post_was_ever_published":false},"categories":[5,12,4,160,171],"tags":[179,177,178],"class_list":["post-5426","post","type-post","status-publish","format-standard","hentry","category-favour-op","category-health-education","category-ldrs501","category-leadership","category-post-6-1","tag-layla","tag-marcelo","tag-sadie","has-post-title","has-post-date","has-post-category","has-post-tag","has-post-comment","has-post-author",""],"jetpack_featured_media_url":"","jetpack_shortlink":"https:\/\/wp.me\/p9GHJs-1pw","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/posts\/5426","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/users\/1015"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/comments?post=5426"}],"version-history":[{"count":7,"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/posts\/5426\/revisions"}],"predecessor-version":[{"id":5433,"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/posts\/5426\/revisions\/5433"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/media?parent=5426"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/categories?post=5426"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/tags?post=5426"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}