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A corporate change

It is too obvious for any individual to come across several changes which could be either a personal change or a corporate change. So, the smarter reaction would be to handle these changes and adopt oneself with the newer situation. Whenever a need for change arose in my life, I could feel an inner voice within me which would always start with a question and would end with the significance of the question. Some of the questions that would originate are, Do I need it? How do I know that? How can I do it? What will be the consequences after the changes?

etc. During this module I could learn how to put those queries in a professional way to read and estimate the situation. This report will reflect the significance of the lectures which we had during the block week. Theories like Lewin’s Force-Field Analysis, Lewin’s Freeze Phases and Kubler-Ross Grief Cycle were focused with hands on experience on some of the exercises. 2. Experiences related to the changes : 2. 1 Lewin’s Force-Field Analysis To apply changes in an organization, a broad and in-depth analysis of needs should be initiated.

Lewin’s Force-Field Analysis is a tool that is used to

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analyze the negative and positive forces which would go in hand with the changes proposed. I used this method to assess the need of departmental merger as one of the exercises on day two. During that exercise I gained a lot of knowledge about the Lewin’s Force-Field Analysis tool and I feel confident with it in terms of identifying the change factors and score for each change. It could be said that this tool may be applied by using a suitable form/sheet and following three steps: (mindtools. com, no date) 1.

Write and describe the new event or the change 2. Use the two sides to list the positive and negative forces. 3. Assess every factor with scor The experience gained by me on working with this tool on some tasks, enabled me to gain attention to similar situations which would have benefitted, if this tool had been applied. In 2005, I attended training at Tibah organization in Saudi Arabia, as a requirement towards completing my graduation. After two months of my joining, I came to know that the management has decided to adopt a monitoring system in the organization.

The decision was aimed towards following up the performance of the employees, especially when they are in a project. Once the tool and the system were introduced, the workers were really upset with it and raised their voices against it. As a result, the department head explained the benefits of the system to the employees, but the employees were not convinced. At this point Lorraine (tutor) told me that the workers may agree to this system, if they are assured that the outcome of this system would not affect their assessment or salary. Her words clearly reflected the situation, but the employees refused it.

So, the department head could not implement the system successfully and this may have happened due to the lack of knowledge about the analysis methods. After I learnt the Force Field Analysis Tool, I can say that my experiences about analyzing the needs of change have been improved by adopting following ways: • Management of changes, starting from making the decision until the implementation is a key of success for any new change. • Retaining the current situation is far better than applying new changes without realising and ensuring the benefits of the changes.

• My future depends on my decision which may include changes, and I should make sure to understand every part of it. • Listing the things that drive me to do it, and the things that may go against these changes. • Thorough understanding of the factors and the environment would be helpful to come with a strong opinion. ? 2. 2 Lewin’s “Freeze Phases” and Kubler-Ross Grief Cycle ? How to implement your changes ? The process which the organization followed to introduce the monitoring system fits the Lewin’s model theory. The implementation had been done without assessing the expected negative reactions from the employees.

During the lecture Julie covered the model and the details about what my team and I did in the presentation. I have come up with an idea that would enable me to apply the changes using Lewin’s “Freeze Phases” technique. The model classifies the various stages of the change into three levels which are Unfreeze, Transition and Refreeze with each level possessing its own requirements and process. The three different stages mentioned above are shown in figure (2). All three of them should work together to create a conducive environment for the changes proposed.

During the transition phase, the model demands efficient monitoring and management of the changes by the project leader. Figure (2): Lewin’s “Freeze Phases” (Day two slides, 2010) On having a closer look on the reflections of results and what happened in Tibah organization, I could observe that the unfreeze stage was represented by commands without any explanation for goals/aim of the change. The task of programming and analysis by an IT professional is considered as a sensitive task, and the personality is supposed to play a big role in it.

The needs of employees should be respected and the system/project can be inspired by involving opinions and suggestions from them towards creating a better and employee-friendly system. It was also observed that the second stage of previous implementation ended with commands, as the employees denied their favour towards the new system which caused lower performances. As a result of this, the manager had to sit with them to fix the situation by mentioning the benefits from the system. The following table shows the situation of changes. Unfreeze Transition Refreeze

Command Command Burning bridges Open space Table (1): Freeze Phases in Tibah organization After thoroughly studying and practising this model during lectures and presentations, I have gained enormous confidence in terms of planning and dealing with the changes. Furthermore the following points represent the reflected learning on me. • Due to the understanding of Lewis facts which included the process, the management of changes became clearer for its implementation. • Every change has its own process requirements, so there is no standard framework.

Hence the managers need to choose the subtle process from Lewis which fits with the environmental changes required. • Involvement of employees while taking decisions, setting goals and implementation would give a strong boost towards successful implementation of the changes. During the block week, we have also studied the Grief Cycle method which helps to show the reaction of the change’s related to people. For example I can connect this model with situation in Tibah organization as shown in the figure (3) depending on what have written above.

Figure (3): Kubler-Ross Grief Cycle (Changing Minds website, nd) 3. Consulting discussions We practised an interesting exercise on day four, which was related with the skills of consulting. It really helped me to improve my skills and identify my weaknesses, as I too was in a similar situation. For example, I did not pay full attention to the needs of clients because I tried to bring them to what I wanted rather than reading their problems. So, I think the following points would be included as impact on my skills:

? Understanding of the problem or request the customer will benefit in many ways, for example: a. Ability to give views which would help in solving the problems. b. The customer himself will be more comfortable, if you listen to him. ? One the most efficient ways to get the information from clients is by giving him examples for similar situation. ? The questions which you need to ask should be within the client’s background knowledge. 4. Conclusion This reflection report includes the reflection of events and theories that meant to me a lot.

This module is important for the content of the theories in management and decision-making. Throughout the study, my understanding had expanded with some exercises and rigorous reading over the last few days. Overall, the module had covered the theoretical and practical models for the change and project management which benefited my knowledge about being more compatible with the changes. Also, I could experience how hard it is to introduce any change in a routine, which would seem as a simple change otherwise.

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