Description
Make It Stick
My goodness, the finish line is in sight! Your change efforts have paid off and you can see and feel your vision coming true. Now what? Can we sit back, relax, and just bask in the glory of an accomplished goal? Yes, but only for a moment. Then we have to get to work making sure that our change efforts stick.
Specific questions or items to address:
Read Step 8 “Make It Stick” from Kotter and Cohen’s The Heart of Change. First, review the feedback from your instructor on Part 7. Use any new information you gained from the discussion and feedback from your instructor to revise and improve Part 7 of your project. Next, compile Part 8 of your project, explaining the actions you will take to make change stick. How can you overcome tradition and emotion to keep the change in place rather than sliding back into old habits? How can you control the hiring process to be sure fresh faces coming in to the team also support the new vision? You may find page 175 helpful in reviewing the key points of what to do and not do when setting short term goals. Be sure your paper touches on the key elements of each as they pertain to your organization.
Compile all 8 portions of your paper into just one word document for final submission.
Next, use your final paper to create a final presentation. Pretend as though you are going to present your change proposal to someone above you in your organization to gain their approval and support for your desired change and plan of action to achieve it. Your presentation should summarize the key points of all eight parts of your final paper. Your presentation should include either speaker notes or audio – indicating what you would say if you were actually giving the presentation in real life. Do not copy from your paper into the speaker notes. You would not read to your audience, so don’t copy directly from your paper. Write in the speaker notes or say in the audio what you would say in person.
Your presentation should be a minimum of 25 slides long, include a title slide, references slide, and highlight the key points of each element of your paper. Use graphics as appropriate, ensuring they add value to your presentation. The originality requirements for your paper also apply to your presentation. Do not copy from other resources or websites into your slides. Your slides and speaker notes should be in your own words.
The requirements below must be met for your paper to be accepted and graded:
Use font size 12 and 1” margins.
Include cover page and reference page.
At least 80% of your paper must be original content/writing.
No more than 20% of your content/information may come from references.
Use an appropriate number of references to support your position, and defend your arguments. The following are examples of primary and secondary sources that may be used, and non-credible and opinion based sources that may not be used.
Primary sources such as, government websites (United States Department of Labor Bureau of Labor Statistics, United States Census Bureau, The World Bank, etc.), peer reviewed and scholarly journals in EBSCOhost (Grantham University Online Library) and Google Scholar.
Secondary and credible sources such as, CNN Money, The Wall Street Journal, trade journals, and publications in EBSCOhost (Grantham University Online Library).
Non-credible and opinion based sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. should not be used.
Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.
View your assignment rubric.
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Short-Term Wins and Don’t Let Up
Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
October 31, 2023
2
Short-Term Wins and Don’t Let Up
Create Short-Term Wins
One way to create short-term success is to reward change agents early on, keep all leaders
on board, capitalize on momentum, facilitate change by means of sacrifice, and provide data that
is both clear and convincing. The term may also be used to describe an internal business strategy
that takes six to eighteen months to complete. A short-term victory has the following
characteristics: it is related to the change effort, it is visible to the whole company, and its success
is clear. Changes take longer to be implemented in a military context because of the bureaucratic
procedures required. The resistance to change inside an organization is reduced via the utilization
of quick victories by the steering coalition and the top management. Like long-term successes,
short-term victories neutralize skeptics by demonstrating the veracity of the transformation vision.
In the military, it is expected that subordinates would blindly follow the instructions of
their superiors. Change implementation, however, may be a source of contention even among
leaders of same status. As a result, the typical time frame for a successful change implementation
is between three and six months. It won’t take too much time since workers who resist management
changes may suffer consequences (Will, 2015). It will score a nine on a scale from one to 10 for
clarity. However, from a visibility standpoint, it will be a 9. Because of the time and money, it will
save, this will be a significant victory. Military leaders are entrusted with authority over their
subordinates and tasked with guiding them to achieve mission success.
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Adherence to the command mission is essential for short-term success. Short-term
triumphs, according to Kotter and Cohen, might affect continuing operations. They help an
organization persuade skeptics, revitalize dormant team members’ belief in the purpose, encourage
the team to execute on the vision, and provide leaders critical feedback on their plans’ feasibility
(Kotter & Cohen, 2012). A group’s efforts may fail, and members may mistrust their ability and
quit up. Superior commanders in the US Navy try to put enlisted men and women in their best
situations. This ensures sailors get the best military experience. This will improve their mission
success in the future. Military forces always remember that completing their goal is most vital.
Military commanders assign few tasks to guarantee a swift victory. Leaders are under extra
pressure to finish the work since future teams rely on them.
Leaders with a strategic mindset look for methods to improve their teams’ output, and then
they recognize and reward their employees for their efforts. Short-term victories aid in developing
a momentum of team members hence enhancing performance in the long run. In addition, leaders
benefit from short-term successes since they provide them insight into what they need to change
for the next mission. Managers analyze teams’ actions and decisions in order to determine whether
or not they will achieve their goals (Kotter & Cohen, 2012). The deployment of new technologies,
improved processes, and other initiatives may all boost profits while decreasing overhead. Senior
management buy-in is crucial for ensuring the allocation of enough resources to achieve victory.
When leaders and their teams have a strong rapport, they can do even the smallest of tasks with
ease.
Many attempts to implement change in an organization fail, but the governing coalition
and top management still have resources at their disposal to keep the company focused on its new
vision (Calegari, Sibley, & Turner, 2015). By implementing short-term achievements that are
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visible throughout the whole company and link to the change effort, the steering coalition and
senior leadership can keep the momentum for change going strong. In the long-run short term,
victories are vital as they are the ones that combine to modify effort on a huge scale. Without nearterm successes, a company has no way of knowing where it is going or what it has to do better in
order to accomplish future goals. Thus, immediate successes are crucial to the success of a larger
organizational transformation.
Implementing change at a big business is not always simple to understand given that
multiple change efforts generally start with good intentions and achieves modest effects. The
aftermath of a failed organization-wide change initiative is often marked by feelings of blame,
frustration, and counter-blame. Additionally, leaders may realize that while adhering to John
Kotter’s change model to a tee, they still failed to bring about the desired results (Blanchard, 2018).
As a result, filling the hole requires delivering short-term successes to enable an effective steering
coalition and realize the transformation goal.
Lack of early short-term accomplishments and
change effort demotivates teams resulting in poor performance. Therefore, top management must
undertake long-term changes that also provide immediate results.
Don’t Let Up
Military commanders must make reducing burnout a primary goal for their troops. The new
system will only be effective if it is maintained once it has been built. According to Kotter,
productive teams keep their egos in check and their sense of urgency high by never proclaiming
triumph too soon and never wasting time on tasks that don’t matter. Similarly, the field of
organizational behavior views change as something that is not only crucial, but also requires
constant refinement (Khan, 2017). Implementing change effectively demands a motivated team.
Businesses need to make sure they’re always initiating change. However, leaders must learn the
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hard way that change is complex and that challenges are to be anticipated. Momentum is crucial
at this “don’t let up” period. Teams should take time to recognize the accomplishments of
individual members while keeping the big picture in mind.
Procedures that provide little value to the completion of a project should be evaluated for
possible elimination. Additionally, a team leader needs to make sure that their staff are only
working on projects that play to their strengths and add to the company’s overall success. A good
team leader is one who celebrates the achievements of their team members and encourages them
to keep working hard until they succeed (Khan, 2017). One must have trust in the capacity of their
teams if they are to achieve in this attempt. Confidence in one’s team is what stops its members
from giving up and from ceasing their efforts to win. The second element is to push your personnel
to accomplish some type of quick achievement, no matter how tiny it may look. This will assist
them create the basis upon which their future triumphs may be based.
A team’s leader should inspire team members to maintain their eyes on the target by
building on prior triumphs. To accomplish this, we will make sure that all of our efforts are
beneficial and lead us closer to our goals. The fourth is to build upon prior success by seeing to it
that all preceding stages come to fruition. This helps organizations move closer to their aims.
Building on prior accomplishments also raises confidence in an organization’s capacity to attain
its objectives (Rothwell, Stavros, & Sullivan, 2015). Fifth, gather feedback from everyone who
has a stake. The total of an organization’s pieces is bigger than the parts themselves, and every
member’s contribution important. Every time you acquire steam as a team leader, your team
members’ trust in you expands by leaps and bounds. Also, it assists in unearthing new possibilities
and drives the team towards realizing their objective. Lastly it needs having a level head by
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ensuring that one is not dismayed by challenges that come along. If you keep pushing forward,
you will get where you want to go.
A successful leader should also be an effective mentor by setting an example of how to
adjust one’s behavior when confronted with adversity. According to Albrecht et al., (2023, doing
so not only inspires the members of their team but also assists them in gaining a better
understanding of the goals of the company. If one wants to be successful at whatever it is that they
are working on, it is imperative that they give their complete attention to whatever it is that they
are doing and that they put in a lot of effort into it. A leader ought to look at the changes they bring
about with an optimistic perspective. It’s possible that if a team gets rid of members who aren’t
contributing anything, it will be able to see further and advance more quickly toward their goals.
Conclusion
In the ever-changing world of organizational transformation, the ideas of scoring quick victories
and keeping the ball rolling are crucial. Critical early successes may be achieved via short-term
triumphs, which build team morale, defuse skepticism, and reinforce the change goal. The military
setting places a premium on achieving these victories quickly and effectively while staying true to
the goal. Alternately, progress can’t be maintained without constant tweaking and enhancement.
Premature celebrations of victory need to be avoided at all costs, and instead teams should
concentrate on activities that provide real value to the mission. Leaders are responsible for boosting
morale, maintaining faith in the team’s ability to reach its long-term objectives, and recognizing
and rewarding its members for their contributions. To avoid setbacks and keep making progress,
it is essential to have open lines of communication with your mentors and to be alert and prepared
for any obstacles that may arise. Organizations can manage the difficulties of change and make
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sure their transformation initiatives succeed in the long run if they use a combination of methods
that provide short-term successes and don’t let up.
References
Albrecht, S. L., Furlong, S., & Leiter, M. P. (2023, January 20). The psychological conditions for
employee engagement in organizational change: Test of a change engagement model.
Frontiers in Psychology, 14. https://doi.org/10.3389/fpsyg.2023.1071924
Blanchard, K. (2018). Leading at a higher level: Blanchard on leadership and creating high
performing organizations. FT Press.
Khan, N. (2017). Adaptive or transactional leadership in current higher education: A brief
comparison. The International Review of Research in Open and Distributed Learning,
18(3).
Kotter, J. P., & Cohen, D. S. (2012). The heart of change: Real-life stories of how people change
their organizations. Harvard Business Press.
Rothwell, W. J., Stavros, J. M., & Sullivan, R. L. (Eds.). (2015). Practicing organization
development: Leading transformation and change. John Wiley & Sons.
Will, M. G. (2015). Successful organizational change through win-win: How change managers
can create mutual benefits. Journal of Accounting & Organizational Change, 11(2), 193214.
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Empower Action
Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
October 17, 2023
2
Empower Action
Kotter and Cohen suggest placing resistive managers in areas where the problem is most
severe so that they can see its effects firsthand as a means of breaking through the barrier of the
boss. One frequent method for overcoming this systemic obstacle is to adjust compensation
policies such that employees who try out novel approaches are rewarded rather than penalized
(Kotter & Cohen, 2008). Self-fulfilling prophecies concerning the impossibility of widespread
change are examples of mental barriers. Solutions may include sharing examples of even little
successes or inviting guests to speak about their own companies’ triumphs under comparable
conditions.
Last but not least, we have the personal information barrier, which arises when employees
fail to see how their actions affect corporate transformation. The book suggests using videotapes
and other sorts of observation to provide workers and groups with an objective look at their own
performance. To remove obstacles to good change, the see-feel-change concept proposes giving
those who create them an opportunity to see those obstacles from a protected vantage point, one
that does not arouse anger or fear.
Actions to empower people.
The South Carolina Department of Corrections must master the art of enabling employees
if it hopes to remain competitive in the modern corporate environment. Especially now, when
morale is low at many companies around the world, it is important to have a leader that can give
their workers agency. People are empowered when they are given the tools and resources they
need to achieve their goals on their own (Yuesti & Sumantra, 2017). By establishing a culture of
empowerment in the office, we can better distribute the workload and inspire innovation from
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every member of our team. Not only that, but a happy staff may do great things for productivity.
Businesses have a considerably better chance of succeeding in the face of adversity if all of its
constituent elements share a positive outlook on the future of the company.
When I listen to individuals, provide them with criticism, and take their ideas seriously, I
can empower them. Using these basic methods, I can significantly boost my team’s morale, making
them more willing to assist me in achieving the organization’s objectives. Building a highperforming team relies heavily on empowering its members. It is lot easier to get things done as a
group when I have access to everyone’s expertise and can rest assured that they will get it done
without my constant micromanagement.
As a leader, it is my responsibility to give people the tools they need to succeed in their
daily lives. Empowering my colleagues at work is crucial, but I have found that doing the same
with my loved ones at home has made a big difference there, too. The capacity to maintain
composure and resolve in the face of adversity is a hallmark of a good leader (Yuesti & Sumantra,
2017). Today, more than ever, team members are looking to their captains for inspiration as their
teams rapidly lose ground. Keeping a positive attitude is essential if I am to be successful in my
mission to empower others. In order to attract the kind of passionate, upbeat team members I want,
I need to model those sentiments myself.
In order to properly empower my staff, I must first learn their specific professional
aspirations. First, it demonstrates to them that I care about their goals and will actively back them.
Second, it prompts them to think about what they really want. Many people struggle to retain focus
on their goals in light of the current global circumstances because they lack a profession or taskspecific goal in mind.
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Removal of barriers
It is critical to shatter the traditional business structure in favor of more free-flowing
communication. Leaders should regularly poll staff for suggestions on how to improve operations,
and they should always try to tie internal announcements and policy changes back to staff input.
They need to be willing to take on new challenges as well.
The unique personalities, traits, and stores of expertise that make up diverse businesses are
what set them apart from one another. However, they share remarkably comparable resistance
mechanisms and points of failure. Common challenges include failing to account for cultural and
managerial influences, focusing on the wrong metrics, being deceived by the “excuse list,” failing
to stay principle-based, and treating lean like a toolkit rather than a company philosophy (Boyer
& Sovilla, 2003). Managers are responsible for communicating their teams’ findings, innovations,
and recommendations for change to upper management and other groups in order to get acceptance
for their efforts. If a manager fails to fulfill this function, they may find themselves advocating for
employees who are not seen as a priority or having trouble keeping employees engaged and
enthusiastic about their work.
Poor communication is a common cause of misunderstandings about an organization’s aims
and purposes. With daily stand-ups (a review of the day’s work), employees can provide continual
feedback, air any concerns they may have, and reaffirm the greater picture. A strong job description
and clear guidelines can facilitate this. The first order of business for the South Carolina
Department of Corrections is to find, recruit, and retain the most qualified candidates, then brief
those individuals on the standards by which their performance will be judged. Wall-mounted
dashboards displaying key performance indicators (KPIs) and quarterly performance objectives
are one method the organization may make its standards clear to everyone at all times.
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Retooling the boss
Retooling is a great option when senior management is standing in the way of development.
New economic models are increasingly dependent on cross-organizational value-creating
networks and types of social production. Management techniques that rely on the exercise of
authority from a higher position are unlikely to succeed in such settings. Instead of managing from
on high, the “leader” of a network of volunteers or legally autonomous agents must try to inspire
and grow the group (Couch & Citrin, 2018). So, to succeed, we need to find novel ways to organize
and coordinate people’s activities.
After retooling the manager, the South Carolina Department of Corrections will look and
feel radically different, from the requirements of customers to the dynamics of competition.
Prominent business leaders will advocate vigorously for an increase in local experimentation. The
local offices will begin communicating with clients and business associates immediately. These
discussions can provide useful, structured feedback to the global command center, aiding in its
retooling efforts.
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References
Boyer, M., & Sovilla, L. (2003). How to Identify and Remove the Barriers for a Successful Lean
Implementation. Journal of Ship Production, 19(02), 116–120.
https://doi.org/10.5957/jsp.2003.19.2.116
Couch, M. A., & Citrin, R. (2018). Retooling leadership development. Strategic HR Review, 17(6),
275–281. https://doi.org/10.1108/SHR-07-2018-0061
Kotter, J. P., & Cohen, D. S. (2008). The Heart of Change. NHRD Network Journal, 2(3), 175–
176. https://doi.org/10.1177/0974173920080332
Yuesti, A., & Sumantra, K. (2017). Empowerment on the knowledge and learning organization for
community development. Scientific Research Journal (SCIRJ), 5(9), 96–101.
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Communicate for Buy-In
Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
October 17, 2023
2
Communicate for Buy-In
Introduction
Communication is an integral part of the running of any organization. Also, it is the
foundation upon which a company’s success is put on. Additionally, Kotter and Cohen have,
in their book, “The Heart of Change,” explained the need to adopt and incorporate change.
Thus, in ‘Communicate for Buy-In,’ they have expressed the need for good communication
skills as they should be used to bring in as many customers to the business or the organization
as possible. The most effective way to achieve this is by using question-and-answer sessions.
In addition, the content of the messages shared within the organization should appeal to a
person’s feelings, such as anger, fear, and persuasion. This will guarantee positive results for
both the organization and the recipient. Therefore, this paper explores my team’s actions to
communicate change with stakeholders of my situation and work to gain their buy-in.
Reviewing Feedback
From part four, I have learned that there is a need for any organization to have a
vision for change. Change is an integral part of the organization, indicating growth and
advancement in specific dimensions—furthermore, an organization’s flexibility results in
open and broad market and production. In light of the flexibility of an organization, there is a
need for team building in any organization as it helps in the installation and monitoring of
change. In addition, team building is a vital element in the delivery of change as it unites the
employers and the employees towards a common goal in the organization. While change is
integral in any organization, it is essential to understand that implementing change requires
numerous implementation strategies, which explains the equal importance of strategy for
change in any organization. Therefore, I will improve my performance in part four using this
knowledge. I will also use this knowledge to refine my communication skills to increase buyin.
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Actions
In order to ensure stakeholders’ buy-in, any organization must develop the appropriate
methods to ensure all stakeholders buy into the plan. It is important to note that actions matter
significantly in this move to convince the stakeholders. Therefore, the members should be
observant and avoid even the slightest mistakes. This implies that the actions should go hand
in hand with the words articulated. For example, suppose the plan is to ensure that the
stakeholders buy into the idea of opening an outlet for grocery supplies. In that case, our
actions should rotate about the subject to avoid falling off the hook. Therefore, I post below
for maximum buy-in to ensure my group achieves this. Moreover, according to Kotter &
Cohen (2012), the central role of communication for buy-in is to ensure that most
stakeholders buy into the plan and lodge for its implementation.
In an attempt to appeal to the stakeholders in an approach that will make them buy-in,
our group will focus on identifying the specific needs and requirements of the stakeholders.
The use of surveys will achieve this. This move will help identify the stakeholders’ potential
direction in line with the implemented change (Hydracloud, 2017). Thus, after placing the
needs and requirements of the stakeholders, we will be able to navigate and come up with
decisions that will appeal to the stakeholders’ feelings.
Secondly, our team will seek support from the organization’s management. This is
because the first step to buying in is to include the management’s decision in your operation.
Furthermore, a lack of support could lead to the collapse of the change (Save, 2023). Thirdly,
our team will set realistic goals and apply the correct tools to measure the impacts of the
plans on the stakeholders and monitor their feedback and reception.
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Change Communication Strategy Evaluation Survey
Introduction:
Thank you for finding an opportunity to partake in this study. Your feedback is
invaluable as we further develop our correspondence procedure for the impending change
initiative. Please be honest and genuine in your reactions. This study is speculative, and your
responses will stay classified.
Part A: Stakeholder Information
Name (Optional): ____________________________________
Position/Role: _______________________________________
Department/Team: ___________________________________
Part B: Perception of the Change Initiative
On a scale of 1 to 5, rate your knowledge regarding the upcoming change initiative.
i.
Not well-informed at all
ii.
Quite well-informed
iii.
Informed
iv.
Well informed
v.
Very well-informed
Are you well acquainted with the purpose and goals of the change initiative?
i.
Yes
ii.
No
What is your description of the current level of preparedness or readiness for the change
initiative?
1. Very Unsupportive
2. Unsupportive
5
3. Neutral
4. Supportive
5. Very Supportive
Part C: Evaluation of Communication
How would you rate the frequency of communication related to the change initiative?
i.
Too Infrequent
ii.
Somewhat Infrequent
iii.
Appropriate
iv.
Somewhat Frequent
v.
Too Frequent
What communication methods have you found most effective in informing you about the
change initiative? (Check all that apply.)
[] Email updates
[] In-person meetings
[] Departmental presentations
[] Online forums or discussion boards
Other (please specify)
Is the communication content explicit, informative, and relevant to your role and department?
i.
Not Clear
ii.
Somewhat Clear
iii.
Clear
iv.
Very Clear
Have you ever considered providing feedback or making queries about the change initiative?
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i.
Not at all
ii.
Occasionally
iii.
Regularly
What issues have you encountered in this journey? Are there areas you would like more
elaboration? Please provide details.
Part D: Personalization and Tailoring
Has the passing of information been personalized to solve your department or team’s specific
needs and issues?
i.
Not at all
ii.
Somewhat
iii.
To Some Extent
iv.
Very Much
Are there any suggestions for how the communication can be further personalized to better
resonate with your team or department?
Part E: Handling Resistance and Concerns
Have any of your colleagues expressed resistance or concerns about the change initiative?
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[] Yes
[] No
If yes, how do you feel the communication strategy has addressed those concerns?
Part F: Overall Feedback
On a scale of 1 to 5, how would you rate the overall effectiveness of the communication
strategy for this change initiative?
i.
Ineffective
ii.
Quite effective
iii.
Effective
iv.
Relatively effective
v.
Highly effective
What are the most significant strengths of the communication strategy, in your opinion?
What areas of the communication strategy do you believe need improvement? Please provide
specific suggestions.
Conclusion:
Thank you for completing this survey. Your feedback is essential as it will assist us
with upgrading our communication strategy and guarantee the outcome of the change
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initiative. If you have any extra remarks or ideas, share them with us. We value your
information.
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Reference
Hydra Cloud. (2017, October 26). How to gain stakeholder buy-in. Hydra Cloud intelligent
project and resource management software.
https://www.hydra.cloud/en/resources/blog/how-to-gain-stakeholder-buy-in
Kotter, J. P., & Cohen, D. S. (2012). The heart of change: Real-life stories of how people
change their organizations. Harvard Business Press.
Save, L. (2023, June 27). Managing organizational change. SHRM.
https://www.shrm.org/resourcesandtools/tools-andsamples/toolkits/pages/managingorganizationalchange.aspx
Vision for Change
Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
October 10, 2023
2
Vision for Change
When it comes to navigating the murky seas of change management, a clear vision is like
a lighthouse. It’s clear that transformation is not a choice but a need in today’s business environment
as we dive into the nuances of change inside the South Carolina Department of Corrections
(SCDC). Executives in the twenty-first century have learned to see change as inevitable because
of the instability and unpredictability of the global economy. Business, for instance, has been
forced by globalization to reject traditional methods in favor of more progressive ones. In addition,
the earlier systems’ rigidity, hierarchical structure, and functionalized nature are antiquated
because of the dynamic and flexible character of the modern market. With its adaptability, crossdepartmental focus, foundation of collaboration, and flat structure, the new organizational model
is ready for the competitive marketplace of the twenty-first century. Organizational
transformations cannot be realized without strong leadership. In particular, visions help chief
executive officers (CEOs) increase the competitiveness and financial performance of their
companies by matching the efforts of their teams with those of the organization as a whole.
Resistance to change, based on the mistaken assumption that established procedures are
foolproof, is a widespread problem in all sectors of the economy. Given the rapid rate of change
in today’s complex environment, however, accepting transition is not an option but a need (Von
Treuer et al., 2018). One of the most important parts of SCDC that needs updating is the PayScale
system. This system has not lived up to its promise since wages are mostly determined by
characteristics including rank, length of service, and job duties (Temgire & Joshi, 2021). As a
consequence, workers are leaving in greater numbers because they believe their pay does not fairly
represent the amount of effort they put in. Adjustments to the PayScale system that are in line with
the larger aim for change are necessary to prevent more departures and strengthen the company.
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Equally critical is doing something about the lack of incentives. Without these incentives, workers
are less likely to be invested in their job, which leads to poorer output and worse quality. The
problem might be solved by implementing a multi-tiered incentive plan to reward excellence while
also boosting efficiency. It is also important for SCDC to retain its experienced employees.
Recognizing that experience breeds excellence, the company should give preference to employees
with longer tenures (Packard, 2021). The success of these measures depends on SCDC’s ability to
keep talented people on staff All of SCDC’s stakeholders need to have a clear understanding of
the organization’s long-term vision for transformation. This vision must be articulated in a way
that touches every member of the team if it is to gain their support.
The message’s straightforwardness and simplicity are just as important as the vision itself.
It is crucial that once the vision has been defined, it be communicated effectively across the
business. This may be done by capitalizing on the established coalition and drawing on its many
contacts inside SCDC. However, we must recognize that there are many obstacles on the way to
change. hurdles to growth may come in many forms, including human behavior, social norms,
legal frameworks, and physical hurdles (Kotter & Cohen, 2012). Therefore, SCDC must carefully
allocate resources to prevent interruptions by anticipating and addressing these challenges in
advance. Small wins need to be heralded and praised as they provide both motivation and direction
for the future. They inspire workers to recommit to and embrace the transformation. Maintaining
and growing change requires constant work. Companies need to regularly assess their progress
toward new goals (Kotter & Cohen, 2012). Integrating change into SCDC’s culture should become
as natural as breathing.
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In order for a transformation to last, it must become ingrained in the fabric of the business
itself. The change needs the support of top-level decision-makers and the training of all relevant
staff members. Leaders that push for positive change inside their organizations should be
commended for their efforts. Managers and group leaders need to be aware of the connection
between the structure of their organizations and the goals of their teams. Traditional organizational
systems, for instance, are detrimental to morale and output, and leaders should be aware of this.
Due to their rigid hierarchies and narrow focus, traditional institutions tend to worsen existing
power disparities (Gulati et al., 2016). It’s more challenging to release vision statements and less
likely that objectives will be achieved when there’s a major power difference inside a business.
Team leaders should be mindful that when there are clear levels of authority, employees are less
likely to speak out inside SCDC. Therefore, managers should flatten their organizations in an effort
to level the playing field. Companies with flatter organizational structures are better able to
communicate their mission and values to all employees. If managers want to keep their teams from
becoming lost in the shuffle, they shouldn’t succumb to the temptation of entirely flattening the
organizational structure. Leaders of flat teams should be aware that it may be more difficult to
coordinate the efforts of their members. Even with a flat organizational structure, some degree of
hierarchy is useful for facilitating communication and encouraging teamwork.
Managers and team leaders should be aware that the impact and efficacy of visions are
influenced by the means through which they are communicated. Leaders of groups may motivate
their followers by speaking to their shared goals and aspirations. There are a variety of strategies
that managers may use to boost their teams’ productivity. Leaders should first make sure their
teams succeed individually and as a whole. Group leaders should inspire their teams to pursue
individual as well as collective objectives. Profitability and profit margin growth are not only
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expected of team members, but actively encouraged (Kilpatrick & Silverman, 2005).
