{"id":329,"date":"2018-11-09T20:19:58","date_gmt":"2018-11-10T04:19:58","guid":{"rendered":"https:\/\/create.twu.ca\/psonvane\/?p=329"},"modified":"2018-11-09T20:19:58","modified_gmt":"2018-11-10T04:19:58","slug":"health-angels-rebuttal-to-hc1-teams-opposition-op","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/psonvane\/2018\/11\/09\/health-angels-rebuttal-to-hc1-teams-opposition-op\/","title":{"rendered":"Health Angel\u2019s Rebuttal to HC1 team\u2019s Opposition OP"},"content":{"rendered":"

Change is learning<\/strong><\/h3>\n

Change is not a linear process because effective change initiatives require learning, and learning is not linear. \u00a0As Hughes et al. (2014) suggest, linear thinking cannot solve challenges in the nonlinear [environment] (pg. 64). When there are people involved with a change initiative (and there are always people involved) there are always outside factors that come into play, even when a well-strategized change plan is in place. \u00a0\u00a0In team HC1\u2019s team blog post, they illustrated eight steps that are required to going through a change initiative from step 1: clarify the change that is necessary to step 7: follow the action plan. We would suggest in reality of a change initiative, there are a few additional steps that are missing from the above: monitor, learn, then repeat the process. \u00a0Complex initiatives require plans to monitor progress and ensure deliverables are produced (Lepsinger, 2010). Continuous monitoring of the change initiative is the only way to evaluate the progress of the change. After monitoring the progress, the leader must learn from its results and evaluate what is working and what is not. <\/span>\u00a0It is all right to step back to re-evaluate, reflect and understand if the change is necessary. As Kraemer advocates, \u201cSelf-reflection can serve as a wake-up call to live your life fully in the present. Rather than spending your time obsessing about what will happen down the road or continuously planning for the next move, you will become more connected to the actions, decisions and interactions today\u201d (2011, p. 26).<\/span> The results of this learning lead to the updating of the action plan and make adjustments to the change initiative. \u00a0When we are dealing with the VUCA world, this monitoring and learning process repeats itself again and again. It is this continuous process that makes the change initiative non-linear.<\/span><\/p>\n

Change is not predictable<\/b><\/p>\n

Change is more than just planning and execution. It is always difficult to predict what course of action the change will take or what will be the actual consequences. There are always unanticipated and unpredicted events that occur in the market and socio-economic environment. (Styhre, 2002, p. 343)The idea of linear change is, therefore, an ideal scenario which however does not occur in reality.<\/span>
\n<\/span>
\n<\/span>The complexity theory that depends on non-linear dynamic systems also helps understand how traditional approaches to change and transformation is limited and unsatisfactory (Grobman, 2005, p. 352). It requires the realization of the organization\u2019s own hindrances and limits and finding new ways to approach things.<\/span><\/p>\n

Change Readiness<\/strong><\/p>\n

During the change Process, not everyone including leaders may be ready for the change. \u00a0This may be due to fear of the unknown, lack of knowledge, and having to learn new skills in order to adapt to change. \u00a0Leaders at each level need support through this change process. \u201c The first step is to make a different choice: take a leap of faith by accepting and embracing the change, in spite of our natural instincts to the contrary. In order to do this, we must accept that we won\u2019t necessarily understand or agree with the changes \u2014 and we maintain the right to challenge them constructively \u2014 but we trust that the answers will come. Equally, we must agree to accept the intentions of our leaders as good-hearted, and embrace the role of change champion\u201d(Jones, 2017). \u00a0Change process is a team effort, however, the leader needs to be more invested in helping to create change readiness. As Lepsinger suggest, \u201cHow you approach and interact with people at each level of readiness will have a tremendous impact on the extent to which they will be open and receptive to your efforts\u201d(Lepsinger, 2010).<\/span><\/p>\n

References<\/p>\n

Grobman, Gary M. (2005). “Complexity Theory: a new way to look at organizational change” <\/span> (PDF). Public Administration Quarterly. 29 (3).<\/span><\/p>\n

Hughes, R., Beatty, K. & Dinwoodie, D. (2014). <\/span>Becoming a strategic leader: your role in your organization\u2019s enduring success<\/span><\/i>. San Francisco: Jossey-Bass.<\/span><\/p>\n

Jones, K. (2017, September 28). How To Motivate Your People Through Change \u2013 Better Humans. Retrieved from <\/span>https:\/\/betterhumans.coach.me\/how-to-motivate-your-people-through-change-7f7f94586790<\/span><\/a><\/p>\n

Kraemer, H. (2011). <\/span>From values to actions: the four principles of values-based leadership<\/span><\/i>. San Francisco, CA: John Wiley & Sons. <\/span><\/p>\n

Lepsinger, R. (2010). <\/span>Closing the execution gap: How great leaders and their companies get results<\/span><\/i>. San Francisco: Jossey-Bass.<\/span><\/p>\n

Styhre A, (2002) “Non\u2010linear change in organizations: organization change management informed by complexity theory”, Leadership & Organization Development Journal, Vol. 23 Issue: 6, pp.343-351, https:\/\/doi.org\/10.1108\/01437730210441300 \u00a0<\/span><\/p>\n

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

Change is learning Change is not a linear process because effective change initiatives require learning, and learning is not linear. \u00a0As Hughes et al. (2014) suggest, linear thinking cannot solve challenges in the nonlinear [environment] (pg. 64). When there are people involved with a change initiative (and there are always people involved) there are always […]<\/p>\n","protected":false},"author":964,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[105,101,96],"tags":[],"class_list":["post-329","post","type-post","status-publish","format-standard","hentry","category-favour-rebuttal","category-health-and-education","category-ldrs501","has-post-title","has-post-date","has-post-category","has-post-tag","has-post-comment","has-post-author",""],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/psonvane\/wp-json\/wp\/v2\/posts\/329","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/psonvane\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/psonvane\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/psonvane\/wp-json\/wp\/v2\/users\/964"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/psonvane\/wp-json\/wp\/v2\/comments?post=329"}],"version-history":[{"count":1,"href":"https:\/\/create.twu.ca\/psonvane\/wp-json\/wp\/v2\/posts\/329\/revisions"}],"predecessor-version":[{"id":330,"href":"https:\/\/create.twu.ca\/psonvane\/wp-json\/wp\/v2\/posts\/329\/revisions\/330"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/psonvane\/wp-json\/wp\/v2\/media?parent=329"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/psonvane\/wp-json\/wp\/v2\/categories?post=329"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/psonvane\/wp-json\/wp\/v2\/tags?post=329"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}