DQ: Discuss two strategies that can be used for leading change
Topic 4 Summary
Congratulations on making it through the 4th topic of the course! I enjoyed our discussions about traits and skills of successful change agents and dilemmas that are oftentimes experienced by change leaders.
I hope that you found the assignment/presentation involving the creation of an effective change model for your organization to be a valuable activity which reinforced the key learning objectives and better prepared you for the final benchmark assignment in Week 8. I look forward to reviewing your models and presentations and to the remaining 4 weeks of the course.
Emotional intelligent is important in nursing practices because it helps to understand people better (Whitney, 2018). Self-awareness is one of the important elements in emotional intelligent and it is the capacity to notice and comprehend your own feelings. Being conscious of the impact of your actions, moods, and emotions on other people goes beyond simply being aware of your own feelings. Developing self-awareness as a leader will strengthen not only individual performance but organizational performance as well. Ultimately, the immense amount of understanding, trustworthiness and wisdom that self-aware leaders possess equips them with critical skills for success.
Skills Needed to Impact Change
In your opinion and based upon what you’ve learned this week, how can a lack of needed skills impact a change agent’s actions?
As leaders we must ensure that our selected change agents have the necessary skills to properly implement the changes. Lack of needed skills can impact a change agent’s actions by not being fully prepared to ensure the vision comes to fruition. If the change agents have an understanding of the vision but not the proper tools to get there that would be a major barrier in the change process. Even if the change agent acts with the best of intentions their actions are not supported by best practice. Therefore, their actions could be detrimental to the entire change process.
A change agent lacking needed skills would have a tremendous impact, which would not be positive. I hate to bring my organization up again, but we are the perfect example of a leader without the needed skills and how that impacted the organization. Our leader has been trying to force change, and the results are alarming; There is a failure to design a vision, a plan, create a sense of urgency, and
build a guiding coalition. Leadership has terrible communication. The lack of effective communication had an impact on the way the stakeholders received the new vision. They rejected the new vision; they denied support and did not get involved with it; since nobody cared to ask for their input, and they knew that the leader would go on with the vision whether they liked it or not. There are issues with diagnosing the root of the problems ( Leadership keeps blaming Covid instead of acknowledging that stakeholders left because they disagreed with the change). There is a lack of emotional intelligence, and the list can go and go; it is clear that the outcome is not what the organization expected, nor what they desired, since they are not making any adjustments, the organization keeps going full force in the wrong direction. It is just a matter of time before we will crash. In this Church “Industry,” when events like this happen, and the organization hits rock bottom, they usually end up being absorbed by a larger organization or a larger Church; they will lose their name and become another organization, and they will become a good memory of the past.
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I am adamant that communication is needed in any relationship (personal and or professional). It is unfortunate that many “leaders” do not have the necessary knowledge/ training to fathom the need for effective communication. I also experienced “leaders” who were oblivious to their leadership roles. I often think they forget they were not always in a leadership position. Many tend to bark orders at their followers without thinking about the bashlash or if that individual had the resources, knowledge or skillset to complete the task(s) successfully. Leaders must be clear and concise when communication. Clear communications lead to less mishap(s)
I am adamant that communication is needed in any relationship (personal and or professional). It is unfortunate that many “leaders” do not have the necessary knowledge/ training to fathom the need for effective communication. I also experienced “leaders” who were oblivious to their leadership roles. I often think they forget they were not always in a leadership position. Many tend to bark orders at their followers without thinking about the bashlash or if that individual had the resources, knowledge or skillset to complete the task(s) successfully. Leaders must be clear and concise when communication. Clear communications lead to less mishap(s).
Change is difficult to manage for oneself, managing change for an organization is even more difficult and requires finesse and technique.
Change management requires clear concise communication as a required skill, if one cannot communicate the vision, steps and change process the change will fail or go array. I also learned skills needed in organization, leadership and the ability to understand how to sustain change. Understanding the skills is one thing but developing and implementing the skills and another skill set that requires training. If a leader is to lead a change and does not posses these skills I believe the leader can learn them if they have the desire. The lack of leadership training in my organization is minimal but I was able to find areas to learn. I believe that with desire and the ability any leader can obtain the skills to lead, but without the skills, change management will definitely be more difficult or fail completely.
A lack of skills makes a significant impact to change. I have seen over the last year through this pandemic those most resistant to change was because they did not feel that they had the skillset, or the necessary equipment needed to safely perform their job. As we have learned fear is one of the biggest obstacles to embracing change (Kotter & Cohen 2002). In the healthcare setting we see this often. When policies are changed and more responsibilities are placed on nursing units, it is almost always met with resistance. We have just changed our payroll system and I have been one of the managers most resistant to the change. It is a system I have never used, and we had a very short tutorial. This has created added time to complete this task that is limited to start. I have been very vocal that a change this important requires proper education. We need to make sure that our staff has all the skills and education they need prior to implementing the change or we are simply setting them up to fail.
Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press. ISBN-13: 978-1422187333
If one lacks the understanding in a role of aiding change then they are not aiding at all. The confusion in commuication and lack of knowledge will bottleneck progression in many aspects. If the change agent in unfamiliar and pressed into aiding others then this will not be a successful transfer due to lack of the direction and knowledge of change. This seems to be a first tier error in the change model and needs to be addressed as soon as possible.
An ill-prepared change agent can be detrimental to the success of the change. Without the necessary skills the team will not follow the leader. Having a leader the team trusts to lead them in the right direction is important to achieve goals. Without that the team will not buy into the change and it will fail.
A change agent to be successful during an organizational change must have certain attributes. They must be able to be an effective communicator to keep all stakeholders informed and keep the change vision alive. A change agent that does not have the right attitude or patience will not be able to be able to lead a team through difficult times. Change agents should be able to have detail knowledge or understanding of the changes that need to take place. Change agents without the detail knowledge of what requires change cannot communicate effectively. The change agent will lose all credibility and respect from it’s stakeholders and will fail in their role of change agent.