Discussion Questions

DiscussionQuestions

QUESTION1: Importance of Identifying and Acknowledging Short-Term Wins DuringChange

Accordingto Hayes(2014), theinevitability of change is one of the instrumental challenges formanagers at any given organizations. On the other hand, thesignificance of organizational dynamism cannot be overstated. Anyfirm seeks to grow its leverage and gain a competitive edge in therelevant market. However, it is not usually easy to account forgrowth in a continuous or long-term structure. Short-term winspresent a viable way for managers to account for progress amidst theinconsistencies resulting from a change.

Establishingshort-term gains for some reasons is important. For instance, ithelps a team or a department of an organization to acknowledgeindividual achievements even where the long-term goals are yet to berealized. The spirit provides the necessary motivation to pushemployees into believing that even greater heights can be reached. Italso helps to conceptualize change resulting from individual wins andthe efforts put forward. In this way, management may also analyze theresults to shield off possible resistance within the organization(Hayes, 2014).

Themost significant Short-term wins are visible and measurable. Theleadership of any firm would want to quantify singular achievement asand when they occur. Some wins may not exhibit the aspect ofmeasurability and thus cannot help in streamlining change.Measurability of wins is also critical in making appropriateprojections about the growth of an organization. The managementrelies on quantifiable elements to establish different projections atdepartmental and organizational levels.

QUESTION2: Measurability of Success

Managersrequire accounting for the successfulness of the projects theyundertake objectively. The underlying inevitability of change meansthat success fluctuates with time such that the overall productivityof an idea is hard to ascertain. Managers can still come up withvarious ways to measure success even where operational dynamism posesthe challenge of inconsistency. The strategies to measure progress inany organizational may exist at individual and departmental levels.It, therefore, calls for thorough monitoring and inspection ofworkers and instruments used to administer different functions withinthe firm (Goetsch &amp Davis, 2013).

Establishingconfidence levels among employees serve as a way to determine thestandard of success. The more the self-believe among workers, themore success, is likely to be achieved. Also, identifying with changeas a constant function reflects accomplishment of an objective. Otherways of measuring growth include flexibility of implementing newstrategies and ease of relaying new information. Advancement of anyorganization results from combined efforts of specific players.Managers are thus required to identify the individual strengths andweaknesses of the parties that are directly involved in the pursuanceof organizational objectives.

Mostorganizations use qualitative and quantitative statistics to measuresuccess. Quantifiable data includes earnings per share whilequalitative information includes customer satisfaction and confidencelevels of employees (Barner,&nbsp2011). Teamwork also serves as anagent of success because complementary efforts of employees result inoptimal productivity of labor. It is thus prudent to conclude thatfavorable settings are synonymous with excellent team leadershiproles by departmental managers. Some advanced strategies focus on theeffectiveness of planning and forecasting as the primary measure ofsuccess. Such an instance means that data is relied upon to containthe inconsistencies brought about by change. Accuracy andmeasurability should govern any acceptable criteria

References

AronBarner,&nbspR. (2011). Accelerating your development as aleader: A guide for leaders and their managers. San Francisco,CA: Pfeiffer.

Goetsch,&nbspD.&nbspL.,&amp Davis,&nbspS. (2013). Quality management fororganizational excellence: Introduction to total quality.Boston: Pearson.

Hayes,J. (2014). Thetheory and practice of change management.Palgrave Macmillan.

Discussion questions

Discussionquestions

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Discussionquestions

Question1

  1. What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization?

Thehigh rate of technological advancement, global economy, andinformation age, organizational changes are inevitable inaccomplishing target objectives. However, not every stakeholder inthe organization welcomes change with open arms. According toRebecca, (2012), people do not object transformation that theybelieve would be in their best interests. Loss of job or status in anorganization is the greatest fear and challenge in making significantorganizational changes. Organization’s stakeholders such asmanagers, employees, and peers will tend to resist any form ofchange, administrative or technological, and that results in theelimination of their roles in the organization[ CITATION Bur12 l 1033 ].On the other hand, business stakeholders resist change if there areno feasible rewards and benefits for the employees. Changes in anorganization always go along with motivation or reward support planfor the team to ensure their long-term support. Additionally,stakeholders could resist change due to lack of trust and support.According to research studies, a fruitful organizational changecannot take place in an environment of mistrust.

  1. What strategies can leaders use to work with stakeholders, remove obstacles, and address objections?

Anorganization could adopt various measures in dealing withtransformational resistance from respective stakeholders. However,the initial strategy in managing resistance is the identification ofthe cause, rather than dwelling on the observable symptoms[ CITATION Reb12 l 1033 ].It isvital to engage resisting stakeholders through a one on oneconversation in establishing the root cause of organizationalresistance. Addressing the resistance in a formal manner using thechange management strategy has proved effective in combatingtransformational resistance. Another tactic is the implementation ofa top-down management system would guarantee smooth adjustments oforganizational changes[ CITATION Bur12 l 1033 ].The organizational culture plays a crucial role in counteractingresistance. For instance, the management could try to earn trustamong company’s stakeholders by acting and making criticaldecisionsin favor of the majority.

Question2

  1. Describe an ethical dilemma that you experienced, or have witnessed in a change leader, when attempting to initiate change.

Leadershave a paramount responsibility in making organizational decisions. Agood leader and leadership style revolve around the moral compass.Leaders owe their subordinates and the society in general, a moraldemeanor and adherence to the societal norms. However, there are someinstances when leaders face an ethical dilemma when initiatingchange[ CITATION Bur12 l 1033 ].For instance, the modern world has embraced information andtechnology in business operations,so as to improve performance. I managed to witness a situation wherea change leader tried to incorporate the use of social media inbusiness operations. However, many employees objected the move citingadverse social impact on people. Most of the employees in theorganizations were elder people and were stuck to the traditionalbusiness strategies.Technological change in an organization disrupts the traditional waysand renders them unethical and inappropriate.

  1. How was the ethical dilemma resolved?

Theorganization had to instill knowledge and engage the employees on theimportance of social media. Despite a significant adoption rate ofthe Internet and social media by the youth, the elderly are yet toembrace these socio-technological transformations entirely. The useof social media platforms such as Facebook and Twitter has positivelyaffected the performance of business organizations.

  1. What can a change leader use to guide decision making when faced with an ethical dilemma?

Leadershipstrategies and styles are guided by ethical values and societalnorms. “Leaders ought to follow a clear and transparent system ofethics, governance, and responsibility to bolster trust among theirfollowers”[ CITATION Reb12 l 1033 ].When making an organizational change, leaders must confine theirideas within the interest of the majority, rather than the minorityor personal interests.

References

Burnes, B., &amp Oswick, C. (2012). Change Management: Leadership, Values and Ethics. Journal of Change Management, 12 (1), 1-5.

Rebecca, E. (2012). May I Have Your Attention Please? A Review of Change Blindness. Organization Development Journal, 30 (3), 54-62.

Discussion Questions

DiscussionQuestions

DiscussionQuestions

Question1

Keyattributes that characterize a sustainable health system areaffordability, acceptability to key constituents and adaptability.Affordability, in this case, refers to the ability to cater for themedical expenses. This applies to the government system as well asindividuals. Supporting the health care system in regards toaffordability means that, for the government and employers to obtainthe necessary resources, they rely on the support from the employees,consumers, and taxpayers (Fineberg, 2012). Considering theacceptability to constituents attribute, it refers to the keystakeholders in the healthcare system acknowledging the introducedelements. The stakeholders include healthcare professionals andpatients. While the health providers will use the constituents intheir professions, patients acknowledge and accept these constituentsas the receivers. The third key attribute is that adaptability whichaims at addressing the dynamics involved in the health care realm.Notably, there are new diseases which cannot be treated using theconventional methods. At the same time, there are dynamics involvedin the demographics new scientific discoveries, dynamism intechnology and new and improved nursing practice and strategies.Adaptation, in this case, will mean the healthcare system has theability to integrate with these dynamics.

Efficacy,sustainability, and optimal functioning can be achieved throughseveral ways. These include embracing change across various sectorsincluding technology and management which will change the complexityin the healthcare to a more streamlined manner. Anotherrecommendation is to integrate information technology system in themain operations which in turn builds a superior health system. It isalso recommended to expand the insurance coverage which will enhancethe overall health cost while fulfilling the universal access tocare. Efficiency can also be achieved through building accountablecare organizations (ACOs) which are governed by several laws andpolicies. Innovation, research, and developments are also required toenhance the healthcare sectors through ensuring quality and safety(Cunningham et al., 2012). Other factors include high-cost care in aprofound and humane way to save more time, honoring patient’spreferences, embracing systems engineering and learning from evidenceand peers.

Question2

Inevery organization, society, or groups, crisis isexpectedwhich must be solved if goals and success are to be achieved. In caseof such a situation, the entire organization must come together toensure that effective solutions are developed and implemented. At thesame time, collaboration between employees and the variousdepartments should be ensured. Additionally, to arrive at bettersolutions, staff development is also imperative to enhance rapportamong colleagues. This is achieved through the entire process ofworking together with the staff. Equally, working together involvesevery department trusting on the other for support. Notably, if thereis a crisis, the best intervention has been through every involvedparty or individual integrating with others to develop a betterstrategy. Taking a holistic approach involves bringing together allideas that can be used to avert the challenge present (Korschun,Bhattachrya &amp Swain, 2014). The current world is alsocharacterized by organizations embracing training and developmentwhich in turn enhances the employee skills. At the center of thesetraining and learning is how to interact effectively with otherstakeholders in the organization. Essential to note is developingproblem-solving, analytical and communication skills. The latter,communication, is described as the foundation of efficientinteraction. In this regard, solving challenges affecting anorganization or group is easily achieved through achieving a goodrapport among the various individuals in the organization

References

Cunningham,F. C., Ranmuthugala, G., Plumb, J., Georgiou, A., Westbrook, J. I., &ampBraithwaite, J. (2012). Health professional networks as a vector forimproving healthcare quality and safety: a systematic review.&nbspBMJquality &amp safety,&nbsp21(3),239-249.

Fineberg,H. V. (2012). A successful and sustainable health system—how to getthere from here.&nbspNewEngland Journal of Medicine,&nbsp366(11),1020-1027.

Korschun,D., Bhattacharya, C. B., &amp Swain, S. D. (2014). Corporate socialresponsibility, customer orientation, and the job performance offrontline employees.&nbspJournalof Marketing,&nbsp78(3),20-37.