LDR 615 Topic 8 DQ 1
Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees
Consider an organization in your field or industry. Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees. Describe three factors to consider when making sure that the changes made become permanently imbedded in the organization’s culture.
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Hi class,
In order to make successful change within any organization there are many different key factors to think about. For the digital marketing field, change happens a lot and happens quickly. The systems that are necessary in order to facilitate continuous change include making the entire leadership team is a role model for the change, looking at how the change can/will impact the employees, and making sure the change is fully submerged within the entire company and not just one portion. This last point is important, as a leadership team you don’t want to put the change all on one singular person or department because that is where the burnout and quality of work will decrease. These three factors will include everyone but also make the leadership team be a group that other employees can look up to and model in order for continuous change to happen.
Reference
Harshak, A., Aguirre, D., & Brown, A. (2010, December 10). Making Change Happen, and Making It Stick. Retrieved from: https://www.strategy-business.com/article/00057
Class,
In our discussion, I’d like to draw on my familiarity with the law enforcement industry, where change can be a complex and sensitive matter. Law enforcement organizations often use specific strategies to facilitate effective change with minimal negative consequences like burnout or toxic attitudes. One such strategy is outlined in Police1, a popular publication in the law enforcement sector.
Identify the Needed Changes and Create a Sense of Urgency
To initiate transformational change, it’s essential to assess both internal and external factors that might impact its success within your organization. With these factors in mind, collaborate with your team to compile a list of the most pressing changes required. Following this, conduct a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats) to gain a comprehensive understanding of what your strategic plan should encompass. Depending on the complexity you wish for the change effort, refine your list of objectives.
Determine the Desired Future State
Conversations about the future state naturally arise during the initial phase. However, as you delve into planning and discussions, your projected outcomes become more refined. This is where the importance of crafting a well-structured plan comes into play. Define who is responsible for executing each strategy, set deadlines for their completion, outline the implementation process, and establish a clear reevaluation process.
Generate Buy-In and Commitment
Reflecting on the experiences at the Marina Police Department, I’ve found this step to be particularly crucial. The leadership team of the transformational change project set higher standards of excellence and actively embraced personal and professional development. In doing so, they fostered peer accountability, trust, teamwork, open communication, and active listening as fundamental principles of the revitalized leadership team. This early shift in culture had a positive impact on the entire organization, well before the formal launch of the transformational change project.
Action and Implementation
This stage involves the execution of predetermined tasks for each of the established goals to ensure that the strategies are in place by the official start date. It’s during this phase that the actual changes are put into action.
Evaluate, Reconstruct, and Initiate the Next Phase of Transformational Change
The positive outcomes of the transformational change project, as indicated by feedback from members of the police department through various forms of reevaluation data, are indeed encouraging. One notable element was the department-wide survey, which was initially conducted anonymously and electronically, involving both sworn and non-sworn personnel. The first survey revealed a meager 29% positive rating for employee satisfaction within the department. Ten months later, when the same survey was administered, employee satisfaction had significantly improved, with a 63% positive rating. This demonstrates the effectiveness of the transformational change initiative (Widener, 2020).
Resource:
Widener, A. (2020, September 1). 5 steps to begin leading transformational change in your agency. Police1. Retrieved November 28, 2021, from https://www.police1.com/chiefs-sheriffs/articles/5-steps-to-begin-leading-transformational-change-in-your-agency-tKAz4KxzZNYB9Ovt/
Replies
For this discussion question, I would consider the contracting field. Many individuals are drawn to contracting because of the money. Contracting has changed drastically over the years. From personal experiences, I have learned that contactors get paid more at the height of a war. The Department of Defense and other governmental agencies utilize this tactic to recruit employees, but many followers forget that they can be placed in an austere environment with limited resources/ essentials. While oversees, many individuals may become ill due to poor living conditions and working with other nationalities with different hygienic beliefs. Due to these changes, the military, DoD and other agencies provides essentials in care packages, fresh food rations including MREs (meals ready to eat), housing and security on ground (military and contactors). Another variable that is critical is rest and relaxation also known as R&R. About two years ago, I had a fellow employee who did not take R&R in over two years because he wanted to save his money to purchase a property. Our supervisor noticed a major different in his attitude, tardiness, the employee almost hitting another coworker while driving. The gentleman got sleepy while driving. Due to this, there was a mandatory change to the contract; everyone had taken R&R every three months or be terminated. The DoD took matters like these seriously to avoid major lawsuits. After a few months, a report was sent out stating there was less burnouts and individuals were more motivated to work. Social interaction and the support of friends provides a welcome change of pace and can help us “recharge.” Another change was leaders were held responsible to make sure their followers go on timely R&Rs no matter the mission. The third change was leaders being terminated if they took shortcuts.
Reference
Recognize and prevent burnout (n.d). Recognize and Rise. Retrieved from:
Great and informative post. I too have
experience in working, or over working to achieve a goal, like buying a vehicle in my case I also noticed how this made me angrier, more tired and irritable, and less approachable. My issues culminate in me wrecking my patrol vehicle in the back of a vehicle parked on the hi way. After this i learned to take my rest time. While i resented this at first due to habit and lost wage opportunities, I learned to accept and respect this as it made me much happier and gave me things money could not buy.
Being an Air Force officer for nearly 8 years has made me understand that change inevitable and that if we are not currently in a change process for something, we will be soon. In an organization like the military, it is important to be flexible and accept that change will happen, even change we do not like. As a leader, I have to remain positive about change and be able to communicate to my unit (even if this is not the change I wanted) the change and how it impacts the unit. Kotter and Cohen tell us that change must be embedded within the organization’s culture to be truly adopted (2012). Well, the military has embedded change, flexibility and adaptability to be a trait that members embody. This trait that is part of the culture allows change initiatives to be accepted and executed with ease. It is also the responsibility of the leaders of the organization to deliberately and frequently communicate about the change so all stakeholders understand their role, how the change impacts them and why the change is occurring (Kotter & Cohen, 2012). In my experience, significant, mission altering changes are best made when following Kotter’s 8 Steps for change. The first step, creating a sense of urgency, empowers and motivates the team (Bedard, 2023). All steps are important, but this is where I have seen the real buy-in and drive to assist change occur. It gets stakeholders involved. It makes them feel the change is needed rather than change for change. Three factors to consider when making change to ensure the change becomes permanently embedded within the organization’s culture are:
- Feedback and Evaluations – Feedback should be 360 degrees. That means stakeholders can be giving real time how they are feeling about the change or where modifications need to be made. It also makes stakeholders feel like their voice and opinions are valued. Leaders do not all have the perfect answer and being able to get input from “boots on the ground” can make a better, greater lasting change.
- Incorporation into Orientation – When new employees onboard, the change should be detailed. This way, the change, to the new employee, is part of the organization’s culture.
- Professional Development – Professional development opportunities such as education, conferences or certificate are ways of investing back into the employee. This not only prevents employment dissatisfaction, but also promotes personal and professional growth (Kotter & Cohen, 2012). Conferences can open an employee to a different perspective that they can bring back to the organization.
References
Bedard, A. (2023, August 17). The 8-Step Process for Leading Change | Dr. John Kotter. Kotter International Inc. https://www.kotterinc.com/methodology/8-steps/
Kotter, J. P., & Cohen, D. S. (2012). The Heart of Change. Harvard Business Review Press.
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