Transformational Change Management and Change Communication - Example

Change Management 2 Name Institution Date Change Management 2 Introduction Change is a continuous aspect in present business environment. Change is diverse in regard to context and within global economy, particularly in business world, various organizations are proactively using several change models aimed at increasing return on investments. Therefore, the understanding of how managers perceive the purpose of change for any business is essential. MacPhee, (2007) notes that unless organizations continue to change, they will end up being stale and incompetent. As a result, adjustment towards a new business process of change within the organization is employed effectively. This essay will compare and contrast two different change approaches, namely, developmental transition and charismatic transformation approaches. An improved approach towards change can be perceived as a state when organizations constantly and steadily monitor sense as well as act in response to elements within their internal and external environment (MacPhee, 2007). Additionally, this paper will discuss the appropriate change intervention to be implemented in Jamie-Oliver-Food-Revolution business and highlight any resistance to change and the reason of resistance to change initiatives and different expectations resulting to effective change management. Finally, the essay will identify and evaluate any change intervention/s implemented within the organization. Developmental transition approach seeks to accomplish a known desired state that varies from the current one. Normally, the change is sporadic, planned and second order and the change needs a shift within the organization’s assumptions as well as its members. Transformation can take place within an organization that is considerably different in terms of structure, procedures, culture and also strategy (Gersick, 2006). It may, hence, lead to development of an organization that operates within developmental mode; an organization that constantly learns, adapts and improves. The developmental transitional approach is a way of comprehending and managing transformative change to uphold sustainability. As the name suggests, this approach regard change a transition process; moving from one set of arrangements to another (Antonakis, et.al, 2003). Developmental transition change indicates an effort to; Precisely comprehend the position of an organization at present: this is by establishing the main elements of the present state, of the unrelenting problems the organization is seeking to escape and of the primary sources of the problems. Identify alternative future goals: this is about what the organization aims at achieving and the sort of arrangement the organization would want to instill. Incorporate the current and future by making use of long-term standpoints to inform the present decision-making, and also to adjust change within favorable directions (Muhammad, 2009). The major aspects of the developmental transition approach consist of; A focus on lasting transformational change In most cases, the efforts towards sustainability improvement focuses on incremental changes that in the long run can impact the organization positively. Whereas the goal of a developmental transition approach is to exploit and support the gradual developments, it is in the end oriented towards transformational change which could produce even greater gains. Vision the future Essentially, shared visions are vital since future perspectives have an impact on the present actions. A developmental transition approach promotes the development of such future visions. Organizational events outline forward present tends, but vision go beyond to encompass values and goals. Additionally, visions remain plural, since a developmental transition approach does not attempt to force everybody into one mould, but to discover alternative outlooks (Richard, 1997). Management of a portfolio of transition experiments Through experimenting new organizational processes, new technology techniques, new products and new business models, there is a possibility of exploring pathways to a better future. The key importance here is on cooperation within all involved parties in order to develop collaborations to trial innovations. Just like a finance manager with a broad investment strategy lowers risk and exploits several opportunities, the developmental transition approach uses a diverse portfolio of experiments in exploring the available opportunities, identifying promising opportunities and gathering knowledge regarding obstacles to change. A priority on innovators Generally, convectional regulatory and policy approaches cannot evade concern regarding stragglers and non-compliance; additionally, multi-stakeholder procedures regularly overwhelm while trying to have a complete agreement. Therefore, a developmental transition approach puts the main emphasis on innovators; on the dynamic people, employees, groups, departments or organizations that are involved in working to accomplish new goals and visions. The approach works to mobiles the change agents, to involve then within shared activities as well as to sharing of responsibilities (Sharma, 2001). Learning from experience Developmental transition approach greatly depends on a learning attitude. There is no possibility of knowing in advance the technological and social innovations that will eventually be effective. Therefore, it is essential to allow competing of various experiments, to learn from practical experience and to adjust behaviors basing on performance (Richard, 1997). The developmental transition approach deals with lasting transformation change in multifaceted contexts. This is the kind of change which can take a generation or more to be completed. Hindrances to implementing such changes are many. Normally, convectional approaches to policy have emerging complexities with changes and the tendency of concentrating on the short-term and deferring action. But specifically because some problems are deeply rooted, and need lasting solution, long-term developments are necessary and this is where developmental transition approach comes in. globally, transition management is considerably being implemented in sustainability. A developmental transition approach was initiated by the Dutch government during the implementation of 2002 National Environmental Policy Plan. Afterward, Netherlands has developed several activities around energy transition that incorporates construction, transport, agriculture and other fields. Lately, they have started transition within healthcare sector. For the greater parts of these transitions, they have been sporadic, though governments have played a big role (Yiang, 2004). However, change processes can be excruciating and disrupting as well. Owing to the intricacy of interactions caught up within major technological and organizational changes, transitions cannot be coaxed. Still, their results cannot be predetermined. Nevertheless, specific aspects of change can be purposely influenced and guided in order to prod a system transition towards a more sustainable direction (Pielstick, 2008). On the other hand, charismatic transformation approach is an approach that leads to change on people and social systems. In its ideal structure, the approach develops important and positive change within the followers with the ultimate goal of ensuring that follower turn into leaders. When charismatic transformation approach is endorsed within its bona fide structure, it improves the motivation, drive as well as the performance of followers through different means. These consist of linking the followers’ sense of identity and self to the goal and the shared organization’s identity: during the change, the approach entails the managers or the leaders setting an inspiring role model, challenging the follower to have a higher ownership for their work in addition to comprehending the strengths and weaknesses of followers, to enable the manger or the leader to bring into line followers with the tasks and responsibilities that optimize their performance (Alimo-Metcalfe, & Alban-Metcalfe, 2001). According to Burns, (1978), charismatic transformation approach develops momentous change within the life of individuals and organizations. Transformation of leadership is idealized because the leaders are a moral example of working towards the gain of the team, organization and/or the community. Burns, (1978) further noted that that charismatic transformation approach and developmental transition approach were mutually exclusive styles. In developmental transition approach change can take place within an organization that is considerably different in terms of structure, procedures, culture and also strategy while in charismatic transformation approach the leaders attempt to change the organizational culture or other aspects within the organization requiring change (Peter, 2004). Bass, (1985) explains the mechanisms that underlie charismatic transformation approach. He supplemented the primary ideas of Burns (1978) to assist in explaining how charismatic transformation approach could be evaluated and also how the impact of the approach on follower motivation and performance as well. The scope, to which those enacting the change is transformation, is initially measured, in terms of the ability of the leaders/managers’ to influence the followers. In this approach, the leader changes and motivates followers via his/her idealized charisma, intellectual stimulation as well as personal consideration. Additionally, the leader encourages and promotes followers to develop new and distinctive ways of challenging the status quo and to change the environment in supporting the success (Yukl, 1999). A full range of management establishes four aspects of charismatic transformation approach: Individualized consideration This refers to the level at which the management or the leader attend to the needs of every follower and acts as a mentor or role model to the follower and is attentive to the concerns and needs of the follower. The leader is empathetic and supports the follower, maintains open communication and puts challenges before the followers. In addition, this consists of the necessity for admiration and respect and the leader acknowledges the individual input that every follower can make to the team. As a result, the followers have a will and aspirations to make self developments and also have inherent motivation for their responsibilities and tasks. Intellectual stimulation This is the scope to which the leader challenges presumptions, takes risks and asks for ideas from followers. During a change, leaders who use charismatic transformation approach inspire and encourage creativity within their followers. Just like in developmental transition approach, for such leaders learning is a value and unanticipated situations are perceived as learning opportunities. The followers make enquiries; think deeply regarding things and work out better and improved ways of carrying out their tasks and responsibilities. Inspirational motivation This refers to the level to which the management or the leader communicates an engaging and inspiring vision to followers. Leaders having inspiring motivation challenge followers with high standards, communicate optimism regarding the change or future goals and give meaning for the task at hand, for example implementation of an organizational change. In view of that, followers are supposed to have a strong sense of purpose if they are to be motivated and prompted to act. Communication skills support the visionary characteristics of leadership and this makes the vision or the intended change to be easily understandable, accurate, powerful and engaging at the same time. Consequently, the followers have the will of investing more efforts within their task and responsibilities, they are motivated and are optimistic regarding the future and believe in their capacity to implement the required change or carry out the tasks. Idealized influence Here, the leaders utilizing charismatic transformation approach provide a role model for high ethical behavior, implants pride, gains respect in addition to trust from the followers (Kotlyar & Karakowsky, 2006). As a developmental mechanism, charismatic transformation approach is widely used within all sectors of western societies, and this also includes governmental organizations. For example, the Finnish Defense Forces is utilizing Deep Lead© Model whose basis is charismatic transformation approach in training and development of leadership within the field. This approach is most appropriate for organizations and industries whose foundation is collaboration. This due to the fact that transformational leaders are effectively able to see the future and subsequently create an organization that can venture into areas that no other organization has ventured before. This approach is very recommendable for organizations aiming at developing new products or launching new and innovative services. Kotlyar & Karakowsky (2006) provides some tips while utilizing charismatic transformation approach and the tips include, developing a challenging and appealing vision, jointly with the workers or the followers; tying the vision to a strategy for its accomplishment; developing the vision, specifying it and then translate the vision to actions; expressing confidence, determination as well as optimism regarding the vision and its implementation and realizing the vision through small planned steps and small achievements within the path for the full implementation of the vision or the change (Leonard, 2006). The change intervention that should be implemented by Jamie in Jamie-Oliver-Food-Revolution business is charismatic transformation approach. First, Jamie is a very strong character and motivating, the reason his strategy is likely to succeed. The main aim of Jamie is to ensure that the changes are sustainable and he is aware that it will take the resources of the entire community. Therefore, the followers who are the area residents are likely to respect and trust Jamie as a transformational leader and hence they are likely to be compelled to work harder in implementing Jamie’s ideas which are avoiding processed food and preparing food from healthy ingredients. As mentioned before, transformation of leadership is idealized because the leaders are a moral example of working towards the gain of the team, organization and/or the community. In this regard, Jamie could set an example of preparing all his foods from healthy ingredients and thus the society will feel obliged to copy him as their role model (Pielstick, 2008). Furthermore, charismatic transformation approach puts the main focus on the objectives and aspirations of the group itself. Consequently, if Jamie uses this kind of approach he will have the passion and hence will be able to inspire the followers successfully. Jamie’s business involves convincing the Huntington people to stop eating processed foods and in turn convince the customers who are the Huntington people the importance of changing their diet from eating processed foods and snacks and adopting the healthy lifestyle which include eating cooked food. The main Jamie’s challenge is to get the entire community cooking again and making foods with fresh ingredients; getting the Huntington people to reconnect with their food and change their way of eating. Therefore, for Jamie to be able to convince these people he needs to posses idealized charisma, intellectual stimulation as well as personal consideration (Kotlyar, & Karakowsky, 2006). Additionally, Jamie should encourage and promote followers who are the Huntington people to develop new and distinctive ways of challenging the status quo and to change the environment in supporting the success. This can be effectively achieved by using charismatic transformation approach which supports all these aspects. Once Jamie sets a good example, motivates and inspires these people, they will be readily wiling to follow Jamie’s insight and hence his business will be a success (Kotlyar, & Karakowsky, 2006). The anticipated resistance includes the priorities of Jamie not aligning with the priorities of the Huntington people. This resistance can be overcome by Jamie working together with Huntington people and building a shared momentum within the process of realizing a common vision, which is feeding on healthy food. Jamie should inspire these people regarding the purpose of his revolution, values as well as identity. Influence will involve Jamie generating focused energy and action and understanding what is important to these people and Jamie being able to move these people so as to get them aligned and working together with him (Richard, 1997). In regard to the change intervention implemented in the documentary, Jamie tries to bring change to Huntington people by introducing change of diet to the community. The change intervention that Jamie used is Developmental transition approach where Jamie was seeking to accomplish a known desired state different from the current one (Kaluzny, 2000). The desired state was using unprocessed and healthy ingredients when preparing food and avoiding the processed foods while the existing state that Jamie aimed at changing is the consumption of processed foods (Miriam, 2011). Unfortunately, the implementation of this change was not successful owing to the culture of the area habitants. The contemporary business organization essentially on the cultural diversify, though, because exist of cultural diversify; there was conflict within the business. The business lacks a powerful configuration and rejuvenated corporate culture founded on innovation and competitiveness. As a result, Jamie should articulate an energizing vision and organizational goals that are challenging and use a unified community approach, to incorporate Jamie’s strategies to the culture of these people. This will be achievable by implementing charismatic transformation approach where Jamie as the leader will put the main focus on the objectives and aspirations of the Huntington people (Taylor, 2007). Conclusion Developmental transition approach seeks to accomplish a known desired state that varies from the current one and the change is normally sporadic and unplanned. The main aim of the developmental transition approach is to speed up the required change, adjust the change in productive directions and decrease allied costs. Charismatic transformation approach redesigns outlooks and values, and transforms expectations and goals of the workers or the followers. Contrary to the developmental transition approach, the basis of this approach is the personality of the manager/leader, traits and the capacity to make a change by being a good example, articulating an energizing vision and organizational goals that are challenging. In case of a change, the followers of such leaders/managers feel trust, admiration along with reverence for the leaders/managers and owing to the positive qualities of the transformational leader, the followers are motivated and compelled to work harder that originally anticipated. These results take place since the transformation leader provide follower with something more than merely working for self benefits: the leaders offer followers an inspiring and motivating mission and vision and also provides the followers with an identity. References Antonakis, J, et.al. (2003). Context and leadership: An examination of the nine-factor Full-Range Leadership Theory using the Multifactor Leadership Questionnaire. 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