Quantitative And Qualitative Analysis Paper
Qualitative and Quantitative Analysis for Change
Natasha R. Spears
Grand Canyon University: RES-850 – Foundations for Research
June 2, 2015
Introduction
Using quantitative and qualitative data, Data Imports, Inc. CEO, David Long seeks to ascertain if the corporation is equipped for change, employee perceptions related to the change process, employee experiences with organizational change, and employee perceptions of leaders in the implementation of change. What follows is a review and analysis of the data including the manner in which it does or does not support the decision to make sweeping organizational changes.
Descriptive Data
The sample population included eight respondents, including four females and four males ranging in age …show more content…
from 22 to 62. Half of the employees responding to the survey – three males and one female – graduated from college. The education level of the other respondents is unknown. Of the eight employees who responded to the survey, four – three male and one female - have management experience that includes executive leadership, project management, senior management, and entry-level management.
In an effort to determine if the time is right for significant organizational change, Data Imports, Inc. CEO, David Long decided to collect some data. A review and analysis of the data collected indicates that Data Imports, Inc. is ready for such change. Furthermore, the quantitative and qualitative data indicates that Data Imports, Inc. is ready for change as detailed in Kotter’s 8-Step Change Model, (Kotter, 1997).
Analysis of Data
Effective change begins with establishing a sense of urgency (Kotter, 1997). Review and analysis of the qualitative data indicated that a significant amount of employees voiced their concerns about potential changes and their managers to colleagues and others. Fifty percent of respondents shared concerns with friends and family while others voiced concerns to coworkers. This level of discontent is a clear indicator of issues within the organization and the need for immediate action, or urgency to implement change.
The change process also requires a group of individuals willing and able to guide change, (Kotter, 1997). The qualitative data collected revealed that participants have keen understanding of change and its effective implementation. Several indicated that they understand change and the manner in which it affects an organization and its people. Additionally, many also indicated that they support change for the advancement of the organization even if they did not totally agree with change efforts. Finally, the respondents expressed the importance of communication at all levels and its impact on the change process.
Providing a vision and strategy to reach the vision, Kotter’s third step, “gives the change effort direction and motivates people,” (Kotter, 1997). The qualitative data indicated that respondents expressed a need to understand the rationale and process for change. Details communicated clearly and succinctly allow those impacted by change to process, understand, and support change. Employees that are supportive of change expressed that they emphasized to subordinates the importance of change however, those opposed to change admitted to voicing opinions and then supporting the change efforts. “Any change I was resistant to received my full verbal opposition to with reason if asked or not and then supported.” Others said, “Many times decisions are made for which I do not have all the relevant information, therefore when a change is made that I do not understand (and therefore am indifferent to) I do not try to visibly express that indifference.”
Communicating the Change Vision is Kotter’s fourth step in the Change Model. Respondents were adamant that clear effective communication is critical to implementing change within the organization. One respondent said, “Educate the workers about the change and explain why the change is needed, how they anticipate the change to help, and where they see the company headed.” Another respondent said of leaders implementing change, “They explain to their people why change is necessary and listen to their concerns about it.”
The fifth step in the change process is “empower broad-based action and get rid of obstacles to change” (Kotter, 1997).
One respondent stated, “They identify the most troublesome resistors and either convert them or eliminate them.” Another respondent shared, “If all this fails, an organization must work with the resistant ones to convert them, relocate them, or fire them.” Changing the systems, structures, or people that seriously undermine the change vision is critical to success.
The sixth step in Kotter’s Change Model is planning for and creating short-term wins being certain to reward and recognize those who made these wins possible. The data did not support this step in the change model; however, it is apparent that the respondents clearly understand the change process, the importance of successful implementation, and the need for incremental success.
The seventh step requires change agents to consolidate gains and produce more change, (Kotter, 1997). This step also requires change agents to “use increased credibility to change all systems, structures, and policies that do not fit together and do not fit the transformation …show more content…
vision.”
Periodic evaluation of the change process that includes revival with new projects, themes, and change agents will aid in keeping the process vibrant and at the forefront of employees. Additionally, this process creates opportunities to receive feedback from those most impacted by change. Finally, this step allows leadership to reiterate the process and implications of long-term change.
Kotter’s eighth step in the Change Model requires change agents to anchor new practices in the corporate culture. The organization must align all aspects of its business practices if it hopes to sustain the change, work, and progress related to the new vision and strategies. Sustaining this change requires diligence and a commitment to each of the aforementioned steps in Kotter’s 8-Step Change Model. Failing to acknowledge any of these eight steps during the process could hinder progress and require leadership to restart the change process.
Conclusion
Data Imports, Inc.
is a company located in San Antonio, Texas. Organizational leaders recently decided to consider a sweeping change initiative that will significantly change daily operations at the company. In order to determine whether the time is right for this change, the company’s CEO, David Long, collected qualitative and quantitative data to support the change initiative. Although employees admitted to sharing their discontent with potential change efforts, they also acknowledge that they would support such efforts. Additionally, the respondents were candid about being heard, respected, and empowered throughout the process. Finally, the qualitative and quantitative data demonstrates a clear relationship with Kotter’s 8-Step Change Model, which is a critical tool when implementing change. Data Imports, Inc. is poised for change but must commit to the process to realize short-term wins that lead to long-term
successes.
References
John Kotter 's action plan for change. (1997). Strategy & Leadership, 25(1), 21. Retrieved from http://search.proquest.com/docview/194370764?accountid=7374
Appendix
Figure 1: Frequency distribution of participant responses to the Resistance to Change Questionnaire.
Natasha R. Spears
Grand Canyon University: RES-850 – Foundations for Research
June 2, 2015
Introduction
Using quantitative and qualitative data, Data Imports, Inc. CEO, David Long seeks to ascertain if the corporation is equipped for change, employee perceptions related to the change process, employee experiences with organizational change, and employee perceptions of leaders in the implementation of change. What follows is a review and analysis of the data including the manner in which it does or does not support the decision to make sweeping organizational changes.
Descriptive Data
The sample population included eight respondents, including four females and four males ranging in age …show more content…
from 22 to 62. Half of the employees responding to the survey – three males and one female – graduated from college. The education level of the other respondents is unknown. Of the eight employees who responded to the survey, four – three male and one female - have management experience that includes executive leadership, project management, senior management, and entry-level management.
In an effort to determine if the time is right for significant organizational change, Data Imports, Inc. CEO, David Long decided to collect some data. A review and analysis of the data collected indicates that Data Imports, Inc. is ready for such change. Furthermore, the quantitative and qualitative data indicates that Data Imports, Inc. is ready for change as detailed in Kotter’s 8-Step Change Model, (Kotter, 1997).
Analysis of Data
Effective change begins with establishing a sense of urgency (Kotter, 1997). Review and analysis of the qualitative data indicated that a significant amount of employees voiced their concerns about potential changes and their managers to colleagues and others. Fifty percent of respondents shared concerns with friends and family while others voiced concerns to coworkers. This level of discontent is a clear indicator of issues within the organization and the need for immediate action, or urgency to implement change.
The change process also requires a group of individuals willing and able to guide change, (Kotter, 1997). The qualitative data collected revealed that participants have keen understanding of change and its effective implementation. Several indicated that they understand change and the manner in which it affects an organization and its people. Additionally, many also indicated that they support change for the advancement of the organization even if they did not totally agree with change efforts. Finally, the respondents expressed the importance of communication at all levels and its impact on the change process.
Providing a vision and strategy to reach the vision, Kotter’s third step, “gives the change effort direction and motivates people,” (Kotter, 1997). The qualitative data indicated that respondents expressed a need to understand the rationale and process for change. Details communicated clearly and succinctly allow those impacted by change to process, understand, and support change. Employees that are supportive of change expressed that they emphasized to subordinates the importance of change however, those opposed to change admitted to voicing opinions and then supporting the change efforts. “Any change I was resistant to received my full verbal opposition to with reason if asked or not and then supported.” Others said, “Many times decisions are made for which I do not have all the relevant information, therefore when a change is made that I do not understand (and therefore am indifferent to) I do not try to visibly express that indifference.”
Communicating the Change Vision is Kotter’s fourth step in the Change Model. Respondents were adamant that clear effective communication is critical to implementing change within the organization. One respondent said, “Educate the workers about the change and explain why the change is needed, how they anticipate the change to help, and where they see the company headed.” Another respondent said of leaders implementing change, “They explain to their people why change is necessary and listen to their concerns about it.”
The fifth step in the change process is “empower broad-based action and get rid of obstacles to change” (Kotter, 1997).
One respondent stated, “They identify the most troublesome resistors and either convert them or eliminate them.” Another respondent shared, “If all this fails, an organization must work with the resistant ones to convert them, relocate them, or fire them.” Changing the systems, structures, or people that seriously undermine the change vision is critical to success.
The sixth step in Kotter’s Change Model is planning for and creating short-term wins being certain to reward and recognize those who made these wins possible. The data did not support this step in the change model; however, it is apparent that the respondents clearly understand the change process, the importance of successful implementation, and the need for incremental success.
The seventh step requires change agents to consolidate gains and produce more change, (Kotter, 1997). This step also requires change agents to “use increased credibility to change all systems, structures, and policies that do not fit together and do not fit the transformation …show more content…
vision.”
Periodic evaluation of the change process that includes revival with new projects, themes, and change agents will aid in keeping the process vibrant and at the forefront of employees. Additionally, this process creates opportunities to receive feedback from those most impacted by change. Finally, this step allows leadership to reiterate the process and implications of long-term change.
Kotter’s eighth step in the Change Model requires change agents to anchor new practices in the corporate culture. The organization must align all aspects of its business practices if it hopes to sustain the change, work, and progress related to the new vision and strategies. Sustaining this change requires diligence and a commitment to each of the aforementioned steps in Kotter’s 8-Step Change Model. Failing to acknowledge any of these eight steps during the process could hinder progress and require leadership to restart the change process.
Conclusion
Data Imports, Inc.
is a company located in San Antonio, Texas. Organizational leaders recently decided to consider a sweeping change initiative that will significantly change daily operations at the company. In order to determine whether the time is right for this change, the company’s CEO, David Long, collected qualitative and quantitative data to support the change initiative. Although employees admitted to sharing their discontent with potential change efforts, they also acknowledge that they would support such efforts. Additionally, the respondents were candid about being heard, respected, and empowered throughout the process. Finally, the qualitative and quantitative data demonstrates a clear relationship with Kotter’s 8-Step Change Model, which is a critical tool when implementing change. Data Imports, Inc. is poised for change but must commit to the process to realize short-term wins that lead to long-term
successes.
References
John Kotter 's action plan for change. (1997). Strategy & Leadership, 25(1), 21. Retrieved from http://search.proquest.com/docview/194370764?accountid=7374
Appendix
Figure 1: Frequency distribution of participant responses to the Resistance to Change Questionnaire.