"Leading Change" Simulation
Organizational Leadership and Change Management LDR/515 "Leading Change" Simulation
By:
Angela Cassidy, Carl V. Gibson, Angela Hairston,
Trey LaRoe, and Troy Neumann
Mentor: Mr. Bruce W. Webb
University of Phoenix
Date: June 4, 2007
Week Four Leading Change
"Leading Change" Simulation Exercise
Run the "Leading Change" simulation found on your rEsourceSM course page as an individual before meeting with your Learning Team. Then, as a team, complete the following assignment.
Cultural barriers to change can cause the most well-planned change management process to fail. This 1,250-1,500-word paper will focus on recommending what management strategies are necessary to identify and overcome commitment barriers. You will consider barriers that might inhibit long-term sustainability from an organizational culture or human perspective. The necessary information for this assignment will be obtained from the simulation your team has just completed and a minimum of two to three peer-reviewed journal articles. Each team member will need to take notes during the simulation regarding the major systems and players involved in the scenario.
Required elements of the paper:
a. Provide a brief summary of the change process or plan presented in the simulation.
b. Identify the key stakeholders that are affected by this change and describe their perceptions of the proposed change. Compare and contrast these perceptions and categorize them into common categories that the team will construct in a brainstorming session. For instance, you might consider categories such as job retention, payroll/salary, or communication. These are only a few examples. Feel free to construct your own categories as appropriate.
c. For each different stakeholder perception listed in each category, determine if it poses high risk or low risk to long-term commitment to change.
d. Develop a strategy to address each stakeholder perception listed in each
By:
Angela Cassidy, Carl V. Gibson, Angela Hairston,
Trey LaRoe, and Troy Neumann
Mentor: Mr. Bruce W. Webb
University of Phoenix
Date: June 4, 2007
Week Four Leading Change
"Leading Change" Simulation Exercise
Run the "Leading Change" simulation found on your rEsourceSM course page as an individual before meeting with your Learning Team. Then, as a team, complete the following assignment.
Cultural barriers to change can cause the most well-planned change management process to fail. This 1,250-1,500-word paper will focus on recommending what management strategies are necessary to identify and overcome commitment barriers. You will consider barriers that might inhibit long-term sustainability from an organizational culture or human perspective. The necessary information for this assignment will be obtained from the simulation your team has just completed and a minimum of two to three peer-reviewed journal articles. Each team member will need to take notes during the simulation regarding the major systems and players involved in the scenario.
Required elements of the paper:
a. Provide a brief summary of the change process or plan presented in the simulation.
b. Identify the key stakeholders that are affected by this change and describe their perceptions of the proposed change. Compare and contrast these perceptions and categorize them into common categories that the team will construct in a brainstorming session. For instance, you might consider categories such as job retention, payroll/salary, or communication. These are only a few examples. Feel free to construct your own categories as appropriate.
c. For each different stakeholder perception listed in each category, determine if it poses high risk or low risk to long-term commitment to change.
d. Develop a strategy to address each stakeholder perception listed in each
References: Folger, R. & Skarlicki, D. (1999). Unfairness and resistance to change: hardship as mistreatment, Journal of Organizational Change Management, 35-50. de Jager, P. (2001, May/Jun). Resistance to change: a new view of an old problem. The Futurist, 24-27. Dent, E Morgan, G. (1997). Images of organization Thousand Oaks, CA: Sage Publications, Inc. Conner Partners 1998 Installation vs John Maynard Keyes(2000) Susan Lee 2006 Managing Resistance to Change Certain activities were chosen to strengthen the departments to better facilitate changes using the table below. The table details the strengths and weakness of each department to assist in choosing the appropriate activities: (Simulation, 2007) Leadership Style "Leadership style is the manner and approach of providing direction, implementing plans, and motivating people" (Clark, 1997) Bromily, P. (1991). Testing a casual model of corporate risk taking and performance. The Academy of Management Journal, Vol. 34, No. 1 (Mar., 1991), pp. 37-59. Retrieved March 26, 2007 from University of Phoenix Library EBSCO-Host. Unknown (2006). Change management. Retrieved March 26, 2007 from http://www.cipd.co.uk/subjects/corpstrtgy/changemmt/chngmgmt.htm Clark, D