Applying the Four Frames and Eight Stages to Create a Plan to Manage Organizational Change
The final project is a written response to the application of the concepts learned in the course, relating to a theoretical developmental perception of a change management plan. Greater emphasis lies on the application of these presented ideas on a personal learning level. A selected organization that has gone, or is undergoing change was the focal point of this assignment.
The documented research from this organization was outlined to structure the following format: (1) a critique of the organization’s profile, (2) the outline strategic plan to address the need for urgency, (3) the selection of a qualified unified team, and (4) the informative decisions and conclusions that were derived in Week One of the course. In view of the educational setting, a school was chosen for this project. This campus is undergoing the change process that will help to rescue its current academic downfalls, learning gaps, and deficiencies.
Applications regarding the structuring of a team are incorporated, as well as the developmental plan to initiate and foster communication. The plan for empowerment is also a key, as it directly relates to the attitudinal residue of the employees. An illustration of symbols that are utilized will be discussed as it defines the meaning and logic that constructs the change efforts. Information gathered for this composition was derived from the course text, scholarly journals, articles, and reputable sites from the Internet.
Final Research Project: Applying the Four Frames and Eight Stages to Create a Plan to Manage Organizational Change Introduction As the final chapter of the change process has come to a close, a compilation of the data and research are included in this summative review. This project was designed to outline the principles and stages learned throughout the weeks in this course. As a Change Agent within the organization, it was imperative to develop avenues to bring about effect change in both culture and operations.
This research essay is formulated from the work collected in the Week’s past in this course and offers the framework for various domains that are to be discussed. The areas covered throughout this paper outline in detail the following: (1) a critique of the organization’s profile, (2) the outline strategic plan to address the need for urgency, (3) the selection of a qualified unified team, and (4) the informative decisions and conclusions that were derived in Week One of the course.
In view of the educational setting, a school was chosen for this project. This research project is significant because it sought out effective alternatives in the reconstruction of an organization’s realignment processes to maintain stability in the competitive markets, building solid working relationships, and the readjustment of desired behaviors. Organizational Profile In relation to the work that was completed back in Week 1, a profile was made by the prospective Change Agent, using the technological, strategic tool, the Org DNA Profiler.
This Profile was formatted as a questionnaire, with questions from multiple domains, and two polar answer choices. The results from the analysis indicated that the organization that was selected would be classified as Military Precision Organization, “Flying in Formation. ” 1 Indeed, many changes need to occur on the campus, and the profiler will help in assisting the organization for the adjustments needed in this journey.
With changing Reed in various forms, the impact of the change will not be as trying as the aftershock of the change, meaning the adoption process may have predestined challenges. Reed Academy is a part of Aldine ISD in Houston, Texas in Region 4. Located in Harris County, this district is growing to be the second largest district, running alongside of Houston ISD, which is the largest district in Houston. Reed’s school profile is composed of a Principal, and three Assistant Principal, each wearing a respective role within the organization.
The faculty includes 5th and 6th grade educators who teach subjects ranging from English, Science, Mathematics, Social Studies, Physical Education, and a variety of electives, such as: Choir, Band, Spanish, Art, and Engineering. The entire faculty has Bachelor’s degrees, many have Master’s degree, and a few have, or is either working towards obtaining their Ph. D. The student population makeup of the school campus is predominantly Hispanic in ethnicity, with less than 2% of African American, White, Asian, and other ethnicities.
Since 2006, the school had been a “Recognized” campus according to TEA, (Texas Education Agency). For the 2013 school year the campus was labeled as “Met Standard”, which means that the school barely met the quota for the standard expectations related to STAAR, and this year, the standards have risen, and yet the school is still struggling with its Reading scores. This year would make the 3rd year in which the program has declined in academic achievement across the district. In efforts of increasing the students’ scores, a newly implemented plan has been orchestrated to need the academic needs of the students.
These domains include: A STAAR Reading Bridging Plan A Rigorous Extended Day/After-School Program Saturday School Weekly Team ELA Collaborative Notes Weekly visits to classrooms by administrators to observe the learning environment in order to identify teacher weaknesses and suggest learning initiatives The introduction and incorporation of the SIOP Model in hopes of regaining academic achievement and excellence at the school After taking the questionnaire on the website, www. orgdna. com, the system analyzed the responses to offer a composite DNA profile for the organization.
The concept of Organization DNA is an approach developed by Booz & Company, was designed to work closely with various clientele to target and construct the capabilities that differentiate organizations and provide them with the necessary tool to outperform others (Org DNA Profiler Survey, 2014). The Profiler has labeled Reed Academy as Military Precision, which many of this type’s characteristics mirror those of Reed. Reed is a school, where the principal has been leading it for over 14 years. This woman has run the school in a traditional fashion, sticking to what works, and creating a solid working relationship with her teachers.
They are similar to that of a “well-oiled machine. ” Senior educators “do walk the walk”, and are extremely familiar with the course and outline of the school, and influential people of those who possess a certain tile and role. The principal’s employment may be in jeopardy if the scores are not met for this year. In most cases, the principal is either placed at another school in the district, or placed in a Human Resources position in Central Office.
Leadership after her would more than likely be a major change in the organization, because familiarity plays a tremendous factor in its organizational culture. As a Change Agent, it would be determined that this profile will help the organization restructure its current model, and allow change to development within. There are clear and distinct roles and functions, however few people wear many hats and it does result in disorganization. Influences can stand to change, and it would possibly allow for valuable input to be recognized by faculty and staff rather than just the administrative and specialist team.
Other academic programs have been approved and students will have to have schedule adjustment to accommodate the change, as well as students who will begin to be pulled out more frequently than before. The current practices set in place this year are more than what occurred last school year, adding extra responsibility and pressure to reach a unified goal. Colleagues discuss the changes in departmental meetings; however, the incorporation of the decision-making process is Top-Down.
Plan for Effective Communication and Positive Working Relationships The effective implementation of teams can provide the organization with the chance of becoming more competitive with a revamped image. In today’s society and job market, organizations worldwide are using a team-based environment to increase the quality of customer service, productivity, and a decrease in costs (Kricher, 2010). Employees will be notified to attend an employee meeting to holistically discuss why the change is needed, how it will be planted, and the expected results.
Employees will also be encouraged to formulate pre-questions that he/she may have prior to attending the meeting. Upon entering into the conference hall or designated meeting area, the employees will receive a carbon copy of the PPT Presentation that they will view. A small box will be at the center at each table, containing markers, pencils, pens, highlighters, and post-it-notes. There will also be four pieces of chart paper located in the corners of the room, labeled as Parking Lots. This is where the employees will have an opportunity to write their questions on the post-it-notes and attach them to the chart paper.
Employees will also have Talk N’ Turn, in which they can express their personal thoughts with the members in their group, (groups will be formed by departmental units and areas of concentration). In addition, employees will also be asked to draw a picture representing their idea of change and how it will impact the organization as a whole. Roles and means of clarity are crucial factors in attaining successful change. When roles of the members are defined, employees, team members, leaders, and management, will make share the responsibility of collectively building a purpose and driving the organization forward (Kricher, 2010).
The channels of communication will be as follows: Employees will communicate through their designated Team Leader of the group The designated Team Leader will communicate directly to their designated Pod/Departmental Chair The designated Pod/Departmental chair will report to their designated Supervisor The designated Supervisor will communicate directly with the Departmental Manager The designated Departmental Manager will communicate directly with the Human Resources Personal The designated Human Resources Personnel will communicate directly with the organization’s Superintendent/CEO Members on the communication team will have a higher-level degree in some area of Communication and/or Leadership, with prior years of experience in the field. The group will continuously attend professional development and faculty training to ensure that the implemented policies remain in compliance and in efficient order.
The training will furthermore drive the professional management systems, positive behaviors and employee satisfaction, thriving for a team environment. The credibility of the communication team is highly crucial because the compliance of the employees will have to extend from trust, which is extremely difficult for some to do, especially when change is involved, and individual participants are removed from their comfort zone. The communication team will have to engage in the following on a timely and consistent basis: Implementing and practicing honestly Building and maintaining consistency in all efforts for organizational change Possessing a plan of action with organization and structure Confidence and competence
Providing and receive feedback Incorporating the inputs, concerns, and suggestions of the employees Keeping an Open-Door Policy with all members Empowerment Efforts and Goals The chosen organization, Reed Academy for Engineering is guilty in the engagement of disempowerment, and the contributor to a weakening organizational culture on the school campus. Through naturalistic observation methods, four identified traits of empowerment were noted, being: (1) the lack of preparation in the decision-making process, (2) the feelings of apathy and burnout, (3) gossip and back biting, poisoning the workplace environment, and (4) the sense of non-appreciation.
This paper will explain those traits that have been identified, and will seek to offer empowering methods and strategies to enhance the organizational culture on campus. The Lack of Preparation in the Decision-Making Process At Reed, decisions are made without thought, and are implemented as a rush job. Often times, teachers and staff find themselves double-working by ill-pondered requests and demands handed down to them via administration/leadership. Programs are not incorporated in at a moderate level; rather they are shoved down the throats of the employees, without having planned the process for the implementation of the change initiative.
Pros and cons are not considered, and as a result, the desired expectations are not meet because there has not been enough time after attending professional development to even organize it in with daily classroom instruction. The department chairs are not really sure what to do, so on many occasions; these individuals consult the team members for ideas, suggestions, and feedback in the meetings. Things seem to be constantly completed on a whim. Researchers have also targeted major deficiencies in the preparatory skills of educational administrators in the early 1990’s, which braches out as the following: the lack in organizing successful programs, lack of leader recruitment, the lack of effective and professional communicative methods, the lack of systematic development, lacking in restructuring and the sequence of action (Hu, 2008). Instead, research shows that this problem can be modified through the following techniques.
The formation of formal partnerships and workplace relationships In-depth collaboration with the employees that are directly involved The ongoing continuation of organizational and time management through professional development and training Training aspiring leaders and future administrators Offering of field-based training and support Making decisions based on the attainment of student skills rather than personal preferences and likings (Hu, 2008). The Feelings of Apathy and Burnout School burnout is defined under three dimensions: exhaustion due to the school demands, cynical and detached attitudes, and the feeling of inadequacy (Aro, 2009). Since the heat is on and the pressure is poured thick, the majority of the employees are burned out from the strenuous activity on their mental, physical, and psychological well-being.
This year is worse than last year because now teachers were tired and ready for the school year’s end by the time Thanksgiving approaches. It is difficult to get the teachers to participate in the before-school or after-school Extended Day program because they simply do not have the energy to give. This causes an overload for the teachers who are willing to participate because now the ratio for student – teacher is nears 18:1. The level of employee and productivity can also decrease, which eventually affects the organization as a whole, although it begins individually. You can watch and see people dragging themselves in the building in the morning, and dragging themselves out when it is time to go home.
The absentee rate has also increased and teachers are taking more of their days for a more extended time frame. In turn, students are losing out. There has also been an influx of sickness with the Flu, allergies, and the common cold, which can be attributed to the fact that more hours are spent at work working, than they are in the privacy and rest haven of the employees’ home. The most important aspect of productivity is rest, and there seems to be little of it from the faculty and staff on campus.
The best plan to alleviate the amount of burnout experienced by the faculty and staff would be to: Creating rotating tutoring schedules for all teachers who are participating or those who plan to participate in the future Extend the teacher’s conference time and allow a relief teacher who is credentialed to proceed with instructing the students Consider half day Fridays once to twice a month for additional teacher-preparation time Balance the time between home and work Gossiping and Backbiting What organization doesn’t have a sprinkle of this behavior within its walls? This is defiantly evident with the chosen organization. Since cliques have been formed at Reed, gossip is sure to follow. Often times, people have chips on their shoulders because of the things that are said and spread around the campus. People talk about others in their circle of friends/associates that they create.
When this type of behavior takes its toll, usually mediation follows with a conference with a member of the administration team, where any problems and static among employees are discussed and resolved. The is not a guarantee of the elimination of the behavior, but rather it tames the employees to where the “word” may not “travel as fast”, and may only stay in the midst of close associates and circle members. To avoid the use of gossiping and backbiting, the administration team should have survey distribution from time to time to encourage employees to speak in terms of concerns, versus criticism. A suggestion box is an old method that usually works well. Here, employees are feeling more comfortable with submitting their personal thoughts, knowing that the information is kept confidential.
There should also be an adult counselor on campus, who is a member of the outside realm, to help connect with the faculty and staff, relieve their stress, and one able to provide psychological therapy. Students are not the only individuals on campus who could benefit from this. Conference rooms could be set up to allow employees to meet with each other when conflict and disagreements arise. If the situation is flared longer than need be, the next step would be to intervene with a member from administration to diffuse it. Here are other ways to handling gossip and backbiting 1. Analyze the gossip…… Upon hearing what one would call “juicy” news, consider its source, their motives for “spreading the news”, their expectation of the gossip, any biases, and how this information will the person under discussion at the “round table”.
Act immediately to stop the gossip…. Make clear, explicit, and understandable expectations for the no-tolerance with gossiping, rumor starting/spreading, and backbiting. 3. Avoid joining in…….. Do not get caught into the hoopla so that a person will not get themselves involved with matters that do not concern them. Non-confrontational responses generally work best. 4. Speak to the person………. If possible, talk directly to the employee instead of ruining, or better yet, helping to ruin their name by mud-sliding efforts. Avoid becoming defensive, with attitude, aggressive, or angry.
Be calm, straightforward, and honest; above all, professional in the workplace. 5. Understand the root causes……… Try to target the root cause for gossip among the organization. Make an effort to identify how it starts. If not the problems can extend to: excessive levels of nastiness and bitterness, poor behavioral mechanisms, unsolved occurrences, and the lack of clarity from management and the leadership team (Anderson, 1999). The Sense of Non-Appreciation When people feel appreciated, they will do more; however, if people do not feel appreciation, their level of job satisfaction decreases, as well as overall performance measures and attitudes.
Within the selected organization, criticism rises above the true sense of appreciation for the long hours, extra responsibilities, additional needed paperwork and documents, and after and before-school meetings. Employees have been taking more days off from work, there is low attendance to weekly meetings, ideas and suggestions are kept quiet and amongst people in small circles, and most importantly, the employees began to have an I don’t care attitude, and once this happens, a change in behavioral characteristics are next. Recognizing the milestones will more than likely motivate the employees in their vision, inspiration, and empowerment to strive wholeheartedly in the success and overall betterment of the organization as a whole.
When employees feel appreciated, there are three things that happen, (which are the foundational bricks that need to be applied at Reed Academy), (1) employees will embrace the goals and vision of the organization, (2) they have a sense to feel that he/she is really making an impact on campus, and (3) they eventually become motivated to go beyond the call of duty (Bagley, 2009). Administrators can give milestone awards to reward the employees, in addition, campus awards during ceremonies need to be awarded, taking the place of acknowledgement through a microphone during a noisy auditorium. The implementation of valuable well thought out ideas and suggestions from the employees that will drive the school campus forward in academic excellence and positive social accomplishments.