LDR 615 What types of obstacles objections do leaders face from stakeholders when implementing change within an organization
Grand Canyon University LDR 615 What types of obstacles objections do leaders face from stakeholders when implementing change within an organization – Step-By-Step Guide
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After the introduction, move into the main part of the LDR 615 What types of obstacles objections do leaders face from stakeholders when implementing change within an organization assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.
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After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.
How to Format the References List for LDR 615 What types of obstacles objections do leaders face from stakeholders when implementing change within an organization
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Sample Answer for LDR 615 What types of obstacles objections do leaders face from stakeholders when implementing change within an organization
What types of obstacles/objections do leaders face from stakeholders when implementing change within an organization? What strategies can leaders use to work with stakeholders, remove obstacles, and address objections?
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Hi Class!
There are so many different objections that leaders can face from stakeholders when implementing any type of change in an organization, whether it’s big or small. One obstacle that many leaders face is uncertainty and confusion. This can stem from a lack of communication on the change that is happening or even just from the stakeholder’s own feelings and anxieties that come with change. This obstacle can create pushback from the employees that can lead to underperformance or other long-term troubles when it comes to changes being made.
A strategy that can be used to remove this obstacle is to have clear and concise communication on the process that this change is going to be happening through. This includes communication from leadership but also communication from other employees and peers in order to all work together to push through and have a successful change.
Sample Response 1
Replies to Erica Richmond
Using efficient and frequent communication of the vision would help achieve a successful change while avoiding confusion (Childcareta, n.d).
Leadership must have clear communication through the changing process, which would help the stakeholders understand the change (Lewthwaite, 2000). Clear communication and focus encourage the stakeholders to stay motivated while focusing on the goal (Ryan, 2018). A proactive approach that includes anticipating and preparing for the change (Ryan, 2018) and effective communication would help reduce uncertainty (Karten, 2009).
Encouraging focus on the tasks through effective communication would help the stakeholders to align with the vision; leadership would use clear communication to guide and motivate them (Merrel, 2012).
References:
Childcareta (n.d). Key Strategies for Leading Change. https://childcareta.acf.hhs.gov/systemsbuilding/systems-guides/leadership/change-management/key-strategies-leading-change
Karten, N. (2009). Changing how you manage and communicate change: Focusing on the human side of change. IT Governance Ltd.
Lewthwaite, J. (2000). chapter twenty-two: Managing change. In Everything You Need for an NVQ in Management (pp. 560–579). Thorogood Publishing Ltd.
Merrell, P. (2012). Effective change management: The simple truth. Management Services, 56(2), 20-23. https://lopes.idm.oclc.org/login?url=https://www.proquest.com/trade-journals/effective-change-management-simple-truth/docview/1027234230/se-2?accountid=7374
Ryan, W. (2018, August 28). 6 Barriers to organizational change, and how to overcome them. Kadabra. https://www.wearekadabra.com/2018/08/28/6-barriers-to-organizational-change-and-how-to-overcome-them/
Sample Response 2
Replies to Erica Richmond
Hi Dr. E. Thanks for the question. If there is not clarify about what the vision for change is there will not be buy-in. With change comes alot of emotions that must be addressed in order for the change to be successful. Good leaders show the staff something that addresses emotions in order for there to be faith in the change(Kotter & Cohen, 2002). This can be done by allowing for Q & A sessions with the staff. Leaders should look for signals that someone needs help with coping with change (Schlachter & Hildebrandt, 2012). Not everyone will be excited about the change so it is essential to see look for those signals and address them. Besides group Q&A sessions, a leader can perform one on one sessions and most importantly active listening (Schlachter & Hildebrandt, 2012).
Yvette
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
Schlachter, C., & Hildebrandt, T.(2012). Backseat leaders. Leadership Experience, 29(10), 7-8.
Sample Answer 2
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Class,
One aspect of change that we must take very seriously is the effect and perception said change will have on our stakeholders and their values. One huge potential issue is the communication of how change will affect the organization the risk it will represent to the stakeholders. If they feel the risk is a high endeavor that they don’t agree with, it could cause a loss of backing that could literally pull the floor out from under the organization. Looking at perception, this ties greatly with communication. If a change is implemented and not properly communicated, regardless of the truth of the matter, their perception, or mis-perception rather, will be the only way they view this change.
The following from PMI, Project Management Institute, explains the stakeholder importance on change in an organization.
“Once a project or program manager has garnered a few years’ experience of project or program management, it can become clear how one of the key determining success factors for the project is, in fact, everyone and anyone who can be impacted by the project. Specifically, the stakeholders of the project—team members, customers, and peripheral parties—determine whether the changes introduced will last or not. If the adoption of the project deliverables is poor and perceived unfavorably, the project can be considered a failure. Additionally, if a stakeholder of considerable influence to the effort doesn’t “buy in” and support it, and the impact of the stakeholder’s negative influence isn’t properly calculated and mitigated, this lack of buy in can bring a project to an early close with unrealized benefits. Stakeholder perspectives cast a particular light on the project in which the project outcomes are assessed, and projects live on in infamy as failures or successes depending on a stakeholder experience.
Properly identifying and diagnosing where the project and program issues may potentially come from in the project periphery is arguably critical to the success of any effort. And since many of these issues can come from natural human aversions to change, our level of effectiveness in responding appropriately to the aversion becomes critical.
Typically stakeholders are assessed early in the project when developing a stakeholder management plan, communications plan, schedule, and so forth. A good project or program manager continues to visit these plans to ensure they are accurate and up-to-date throughout the life of the effort.
When building these project and program management tools, the quality and accuracy of the stakeholder “capture” can be increased when using tools from a slightly different practice—change management.
Change management is “a comprehensive, cyclic and structured approach for transitioning individuals, groups and organizations from a current state to a future state with intended business benefits” (Project Management Institute, 2013). The study and practice of change management work to productively structure the anticipation of, organization of, and response to individual and group reactions to the introduction of a change to an environment. Given that projects and programs regularly are structured to produce intended changes to an environment, there is clearly overlap and opportunity in leveraging the practice of change management to aid in successful implementation of those intended changes.
The practice (and arguably, the art) of change management focuses on the “human” element to what typically plays out in a project or program. Change management is built on a study of human reactions to change. The study has subsequently identified tools with which to capture the possible reactions, which can then be utilized to better help the project or program manager respond to these reactions. The response can be translated to the project or program management styles, tools, and approaches used to govern the initiative. For example, identifying possible negative resistance to a particular project deliverable may result in an increase in budget to fund mitigative efforts, additional tasks to aid in change adoption, new resources for communication efforts, and so forth”. (Rittenhouse, 2015)
Thanks,
Steven
Resource:
Rittenhouse, J. (2015, October 10). Improving stakeholder management using change management tools. PMI. Retrieved November 14, 2021, from https://www.pmi.org/learning/library/improve-stakeholder-management-9901