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Steps 6 & 7: Create Short-Term Wins and Don’t Let Up
Mt. Everest isn’t scaled in a day. It takes months and months of training and planning. Once the climb does start, the climbers certainly don’t climb the entire thing in one day. They climb a bit each day and rest at camps along the way to regain strength for the next push. The same concept holds true in change efforts. We can’t accomplish the entire goal in one day. To keep up momentum and help make the challenge more palatable we must set up a series of short term goals, much like stepping stones, that will help us achieve our long term change goal.
Specific questions or items to address:
Read Step 6 “Create Short-Term Wins” and Step 7 “Don’t Let Up” from Kotter and Cohen’s The Heart of Change. First, review the feedback from your instructor on Part 6. Use any new information you gained from the discussion and feedback from your instructor to revise and improve Part 6 of your project. Next, compile Part 7 of your project, explaining the short term wins you can facilitate for your team. Use the exercise on page 138 to compile the first portion of Part 7, answering the questions provided in the exercise. You may find page 140 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.
Next explain what you will do to help ensure your change efforts don’t fade when you have accomplished your goals. How will you help prevent burn out? How will you help maintain the change once it’s implemented? You may find page 157 helpful in reviewing the key points of what to do and not do when not letting up on the change effort. Be sure your paper touches on the key elements of each as they pertain to your organization.
Be sure to include at least three scholarly references to support your assertions written in your own words. Do not copy word for word from the course text or any other sources. Your submission this week is Part 7 of the final project.
The requirements below must be met for your paper to be accepted and graded:
Write between 1,000 – 1,500 words (approximately 4 – 6 pages) using Microsoft Word in APA style.
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.
Requirements: 1
Empower Action
Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
October 17, 2023

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 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 high-performing 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 task-specific goal in mind.
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.
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.

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.
Couch, M. A., & Citrin, R. (2018). Retooling leadership development. Strategic HR Review, 17(6), 275–281.
Kotter, J. P., & Cohen, D. S. (2008). The Heart of Change. NHRD Network Journal, 2(3), 175–176.
Yuesti, A., & Sumantra, K. (2017). Empowerment on the knowledge and learning organization for community development. Scientific Research Journal (SCIRJ), 5(9), 96–101.
Communicate for Buy-In

Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
October 17, 2023

Communicate for Buy-In
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 buy-in.
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.
Change Communication Strategy Evaluation Survey
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.
Not well-informed at all
Quite well-informed
Well informed
Very well-informed
Are you well acquainted with the purpose and goals of the change initiative?
What is your description of the current level of preparedness or readiness for the change initiative?
Very Unsupportive
Very Supportive
Part C: Evaluation of Communication
How would you rate the frequency of communication related to the change initiative?
Too Infrequent
Somewhat Infrequent
Somewhat Frequent
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?
Not Clear
Somewhat Clear
Very Clear
Have you ever considered providing feedback or making queries about the change initiative?
Not at all
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?
Not at all
To Some Extent
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?
[] 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?
Quite effective
Relatively effective
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.
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 initiative. If you have any extra remarks or ideas, share them with us. We value your information.

Hydra Cloud. (2017, October 26). How to gain stakeholder buy-in. Hydra Cloud intelligent project and resource management software.
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.
Vision for Change
Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
October 10, 2023
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, cross-departmental 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. 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.
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 expected of team members, but actively encouraged (Kilpatrick & Silverman, 2005). Cooperation, cultural fluency, adaptability, and originality are all abilities that may be developed via teamwork. The second most important thing for team leaders to do is to create and maintain open channels of communication with their teams. For instance, because inside SCDC is a two-way flow of information, workers may ask questions regarding the company’s purpose. When there is open communication between management and staff, employees may wonder about the latter’s goals. In conclusion, leaders with a focus on the long term should encourage their staff to use unconventional approaches to addressing problems and making decisions.
Leaders shouldn’t just create their own goals up. The best ideas usually come from group efforts at work. Managers should encourage employees to consider novel solutions when faced with a problem. Leaders may energize followers to believe in and work for a common goal. Leaders may foster staff buy-in for new ideas by using a conversational approach (Jantz, 2017). Involving workers in strategic decision-making has been shown to increase motivation and job satisfaction. Participation in SCDC such activities may increase employee motivation and work satisfaction by making employees feel appreciated by the company and their superiors. Employees are more invested in their job when they can see the bigger picture of how it contributes to the business or the project.
The ability of company executives to effectively convey their vision to employees and customers is crucial to the company’s success. Managers of groups should be mindful that the people they choose to steer their groups toward their goals will have various degrees of success. Leaders may motivate their colleagues in a variety of ways, such as via team building exercises, goal setting, setting a good example, and providing intellectual stimulation. Managers should also give their staff members a say in developing the company’s strategic plan (Kantabutra & Avery, 2010). Leaders may help their teams develop professionally by giving everyone a say in the decisions that matter most to the business. This collaborative approach ensures that leaders and their followers are aiming in the same direction.
The capacity to articulate compelling visions for change is crucial to the success of organizational transformation. Team leaders should take into account the team’s members, structure, and channels of communication while developing mission for SCDC. Leaders in flat organizations may be better able to inspire their teams by sharing appealing ideas for the future. Leaders and their teams are more committed and enthusiastic when they have a common goal for the future. Leaders may benefit from their teams’ input to help shape and refine their ideas. Furthermore, leaders should use a strategy of two-way communication to guarantee that their followers understand the material presented to them.
Gulati, R., Mikhail, O., Morgan, R., & Sittig, D. (2016). Vision statement quality and
organizational performance in U.S. hospitals. Journal of Healthcare Management, 61(5), 335-350.
Jantz, R. C. (2017). Vision, innovation, and leadership in research libraries. Library &
Information Science Research, 39(3), 234-241.
Kantabutra, S., & Avery, G. (2010). The power of vision: Statements that resonate. Journal of
Business Strategy, 31(1), 37-45.
Kilpatrick, A., & Silverman, L. (2005). The power of vision. Strategy & Leadership, 33(2), 24-
Kotter, J. P., & Cohen, D. S. (2012). The heart of change: Real-life stories of how people change
their organizations. Harvard Business Press.
Team Building
Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
October 3, 2023
Team Building
The necessity for change is a constant in the dynamic environment of today’s enterprises. Organizational change is essential for keeping competitive and relevant, whether it’s to adjust to market developments, adopt new technology, or react to changing client needs. However, change is not something that can be accomplished alone; rather, it calls for the establishment of an experienced and unified leadership group. The success or failure of the change program hinges on the performance of this team, since they are its driving force and engine. In this research, will explore the critical function of a leadership team in bringing about organizational transformation. It emphasizes the importance of personal drive and motivation but also the transforming potential of a well-organized and inspired team. This paper intends to empower organizational leaders with the insights and techniques required to build a leading team that not only starts change, but also ensures its success by focusing on five important components.
Displaying Enthusiasm and Dedication
Leaders must be enthusiastic and committed to reform. These attributes spark collective imagination and dedication. Leadership enthusiasm and determination will decide the reform effort’s success or failure. My unwavering belief in the idea has helped the team realize its potential. When I exhibit excitement for the task, team members are more motivated and engaged. One person’s zeal may inspire others to join the cause. My purpose is to share my passion in many ways. Frequent meetings or workshops may discuss the change initiative’s goals, benefits, and business impacts. I’ll use stories to connect with my team and show our potential. I’ll also emphasize personal-corporate alignment. I may motivate my team by stressing the learning, growth, and promotion possibilities the transformation effort will give. I’ll also listen to the team’s feedback to demonstrate my commitment (Wade & Macpherson, 2016). My commitment to the initiative’s success proves my words. I will set the tone by working hard and boldly tackling difficulties. I aim to inspire individuals to gladly join our change path via open communication, achievement recognition, and a shared purpose.
Modeling Trust and Teamwork
Effective team-wide change management requires trust. Trust encourages honest discussion, collaboration, and less resistance throughout transitions. If team members don’t trust one other, they may be hesitant to speak out and stall the change effort. I will always be honest in my actions and words to exemplify workplace trust and collaboration. Transparency requires sharing information about the change, its reasons, and its impacts. I define consistency as acting on my claims. Showing my passion for the transition will build my team’s trust (Wade & Macpherson, 2016). I will listen and consider my colleagues’ opinions. I want to create an open-minded team where everyone feels comfortable speaking out. All members are heard and cherished in our community. Through teamwork and contribution, I wish to demonstrate the way (Masys, 2018). I’ll emphasize collaboration above individual success. This approach encourages collaboration and stresses our shared goal. I’ll outline everyone’s duties and explain how they fit into the transformation effort to foster collaboration and friendship. The team will meet periodically to review progress, raise concerns, and celebrate triumphs. Encourage peer support and praise to boost cooperation.
Structuring the Team
Structuring the change team effectively is pivotal to the success of any organizational transformation. This section outlines the key roles and responsibilities within the change team, emphasizes the importance of diversity and inclusion, and delves into the criteria and process for selecting team members.
Key Roles and Responsibilities
Within the change team, it’s essential to define specific roles and responsibilities to ensure clarity and accountability.
The leader of a change effort is the one who takes the reins, creates the long-term strategy, and directs the team.
Those who are most invested in the success of the change inside their own organizations will serve as “change champions” to inspire and inform their colleagues.
Project Managers- Those responsible for managing the schedule, resources, and outcomes of the change plan on a day-to-day basis.
People who have extensive experience or training in a particular field relevant to the transition at hand.
Specialists in communications are those whose job it is to create and disseminate messages about organizational transformation to both internal and external audiences.
Diversity and Inclusion
Diversity and inclusiveness are essential for a productive and creative workforce. This necessitates taking into account individual differences in gender, race/ethnicity, age, experience, and expertise while putting together a team. Greater innovation and improved problem-solving may result from giving equal weight to differing points of view. Making everyone feel like they belong and have a stake in the team’s success is what we mean when we talk about inclusion.
Criteria and Selection Process
Expertise and skills relevant to the change initiative.
A demonstrated commitment to the organization’s values and goals.
The ability to collaborate effectively and adapt to change.
Strong communication and interpersonal skills.
A track record of being a positive influence within the organization.
Nominations should be sought, credentials evaluated, interviews conducted, and fit with the team’s culture and goals evaluated as part of the selection process. It has to be open, impartial, and consistent with the aims and principles of the business. Successfully negotiating the complexity of change requires assembling a diverse, talented, and motivated team.
Injecting Energy into the Group
Motivation and energy are essential for a change team to drive and sustain change successfully. In this section, we will explore techniques for keeping the team motivated and energized, addressing potential resistance or skepticism, and maintaining momentum and enthusiasm over time.
Techniques for Motivation and Energy
Start by making sure the team understands the change initiative’s main aim and why it’s vital. When they perceive their contributions to the company’s success, employees work harder.
Maintain communication and ensure everyone understands. Regular updates on progress, milestones, and successes inspire team members.
Honor the team’s efforts and achievement with an award. Giving team members recognition for their individual and collective achievements enhances morale and motivates them.
Let teammates make choices within their area of responsibility. Team members that have input on the project are more likely to care about its result.
Training and advancement: provide them the opportunity to learn and grow. Investment in your team’s professional progress shows gratitude and commitment to their success.
Handling Resistance or Skepticism
In the face of team members’ doubts or objections, it’s important to listen attentively to their points of view. Try to put yourself in their shoes and demonstrate empathy. There may be good reasons for the opposition’s vehement attitude.
Knowledge and Learning: Explain the rationale for the shift and its anticipated advantages in a way that is both obvious and convincing. Clear up any misunderstandings and make sure everyone on the team has the data they need to make smart choices.
Participation & Involvement: Team members should be included in all relevant change-related decision-making and problem-solving. When given a voice in decision-making, individuals are more inclined to support proposed reforms.
Find and use the team’s “change champions” to persuade the minds of any skeptics. These leaders may inspire others by recounting their triumphs and providing examples of constructive behavior.
Maintaining Momentum and Enthusiasm
Plan periodic team meetings in which progress can be evaluated, accomplishments can be celebrated, and problems can be discussed. Focus and energy may be preserved via these gatherings.
Flexibility: -Be ready to make adjustments to the transformation strategy in light of feedback and new information. Maintaining motivation and avoiding exhaustion, flexibility is essential.
Learning Never Stops-: Foster a mindset that is always looking for new ways to develop. Drive home the point that going through a transition may be a learning experience on many levels.
Mark Significant Achievements- Acknowledge and honor significant achievements when they are reached throughout the transition. The crew is re-energized by these celebrations of success.
Help your team members become more resilient by giving them the tools they need. Helping team members deal with the stress and anxiety that comes with change is essential.
Avoiding Potential Pitfalls
Creating a change leadership team is complicated by the difficulty of getting everyone on the same page. There might be opposition to the change if team members don’t understand it or buy into it. Furthermore, internal strife and arguments within the team might slow development and deflect attention away from the transformation goals. Disagreements about how to proceed might arise, as can interpersonally tensions within the group. If not addressed, they may fester into a poisonous work climate that undermines the whole reform initiative. Establishing open and honest lines of communication is crucial for overcoming these difficulties. Make sure everyone on the team is on the same page with the change’s vision and goals, and that they are all in line with the larger goals of the business. Furthermore, create conflict resolution tactics and encourage open communication within the team to proactively handle disputes and disagreements. Inspire your team to share their issues in a positive way and work together to find answers that will satisfy everyone. As the team works through the transition, they may remain on track and keep up a spirit of positivity and cooperation by placing a premium on alignment and dispute resolution.
Organizations need devotion, thorough preparation, and forceful leadership to form a successful steering committee during transformation. The leader’s enthusiasm and dedication, trust and collaboration modeling, organizational structure development, and momentum and enthusiasm throughout the change journey have all been examined here. It stimulates the team to work harder and makes everyone feel invested in the result. Open conversation, engaging tales, and crediting sources are crucial. Every effective transformation attempt relies on teamwork and trust. Direct contact, active listening, and example may build trust. Open communication and an emphasis on teamwork above individual successes may help individuals feel comfortable working together to tackle change. Choose a team with diverse experience and skills to reap the advantages of several viewpoints. Clear criteria and a transparent selection process may assist ensure team members are committed to the transformation vision and principles. The squad must have high morale and manage discontent. Open communication, delegation, and public acknowledgment may encourage a team, while actively listening and including them in decision-making can help them overcome objections.
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Strategies for Change
Staci Barfield
BUS575 Strategies for Change
Instructor: Dr. Adam Vaughn
September 26, 2023

Strategies for Change – Week 2 (Assignment 1)
Step-1- Increasing Urgency
Particularly, the need for an organization-wide sense of urgency during a change creates the motivation needed to move away from the present state towards a new state. Creating a sense of urgency is the first step in Kotter’s 8-step model for change. This step is crucial to change management as the perception of urgent change results in an organization establishing a change vision. A lack of urgency results in complacency towards proposed changes, where there is no desire for better results. Really, urgency is key to justifying the need for change and acting on it, immediately. Therefore, there is a need for the South Carolina Department of Corrections (SCDC) to ensure creativity and honest communication so as to find solutions to the areas of change required. The prerequisites for these changes include new ideas, new ways of thinking, collaboration, continuous learning, finding opportunities in crisis, and the implementation of innovative strategies (Friedberg & Pregmark, 2022). Change efforts must incorporate organizational capabilities to adapt and innovate.
The Need for Large-Scale Change at SCDC
The corrections sector is one of the three principal components of the criminal justice system. Thus, there is a need for large-scale change at SCDC to ensure that the department serves its purpose of retribution, deterrence, incapacitation, and rehabilitation (Russo et al., 2017). Keller & Schaninger (2019) note that an organization must stir its staff around enduring transformation themes and measure improvements to scale up. At SCDC, employee turnover is attributed to the PayScale, where employees feel that the payment system does not fully represent their efforts in the department. There is also another problem of a lack of incentives, which is linked to reduced employee motivation and consequently lower productivity. The department needs to work on ways to motivate employees and ensure high retention in the workplace, which will definitely reflect in the levels of productivity.
Level of Urgency at SCDC
From the above problems at SCDC, there is a low level of urgency observed in dealing with the problems. Usually, a high level of urgency ensures that there is a balance between identifying problems, acknowledging them, and finding solutions very quickly. The management must comprehend that creating a sense of agency has benefits for the department’s productivity and motivation. At SCDC, employees show a high level of resentment of the payment system, which can be attributed to the high employee turnover.
In addition, there are no incentives given to the employees to motivate them at SCDC, leading to low morale. The organizational climate shows that the department deflects urgency, resulting in the frustration and untrusting nature of the employees to the extent that the levels of productivity have dropped. Urgency in solving persistent negative issues in an organization is what is needed. In cases like these, employees make assumptions that the management does not care about their issues. There is nothing as stressful to dedicated employees as the management that avoids taking action on issues that have been tabled.
Dealing with the problem of insufficient urgency
First, for organizations that prioritize true urgency in solving issues they face, they see both opportunities and threats as a chance to do better. True urgency is not just the creation of a miracle, however, it is the need to solve issues, no matter the circumstances. This requires hyper-alert behaviors where the management looks for ways to get things right, even if it is just making statements that move the organization toward a positive and productive direction. Complacency is dangerous for an organization.
Kotter (2008) notes that there is a need to acknowledge what is going on in the organization and the issues being presented. Things like the productivity of the employees is a key concern, therefore, employees and what they are doing in the organization should be assessed carefully. Employee turnover needs to be evaluated. It is not hard to see the happenings in an organization when there is attention to detail.
I am a naturally action-oriented person, which means whenever I observe a lack of urgency to solve issues, I am always looking for ways to deal with the issues and make necessary changes that will bring significant and positive impact. It is indeed frustrating to deal with unresolved issues everyday at work. Therefore, I will ensure I am a beacon of true agency for the department. I will help the department manager to see the reality of issues facing the department such as low productivity and employee turnover. I will also propose a possible solution such as coming up with a payment system that acknowledges and rewards employees according to their efforts in the workplace. This in itself is acting with a sense of urgency. This does not need to be in the form of lecturing the management or confronting them, but rather showing them what needs to be done. The aim is to create urgency by addressing the root causes of the issues and deviating the focus from the symptoms. For instance, some questions to ask can include-
Why are employees resentful?
What is affecting the levels of productivity in the department?
Why do employees show low morale?
These questions are a good starting point for establishing a good attitude in resolving the issues in the department. They reflect why it is important to attack the causes of the issues rather than what the symptoms are and link the insufficient urgency to the results that the department is trying to achieve. It is like an opportunity in crisis. Furthermore, I will steer honest conversations about the issues the department is facing. Task clarification is important for enhancing communication with the rest of the departmental staff. It is important to avoid going off as it may make issues worse and harm the management’s need for activating a sense of agency. The management must fully grasp the effects of the proposed changes and the real consequences when no action is taken. In addition, recognize the effects of rewarding positive changes taken by employees, which demonstrates that moving forward is beneficial for them.

Fredberg, T., & Pregmark, J. E. (2022). Organizational transformation: Handling the double-edged sword of urgency. Long Range Planning, 55(2), 102091.
Keller, S., & Schaninger, B. (2019). A better way to lead large-scale change. McKinsey & Company, 251-220.
Kotter, J. P. (2008). An astonishing lack of urgency (and what you can do about it). Harvard Business Review. Retrieved from
Russo, J., Drake, G. B., Shaffer, J. S., & Jackson, B. A. (2017). Envisioning an alternative future for the corrections sector within the US criminal justice system. Rand Corporation.