Organizational Change is a Journey

One Leaders' Journey Through Change, its Impact on Understanding and Practical Steps to Leading Change Efforts...

II Dr. Sherman Lee Mitchell

• Publisher: EXCEL Consulting Co. LLC
• Year: 2020
• ISBN:
  9781087866840
• Edition: 1
• Topic: Betriebswirtschaft
• Subtopic: Non-Profit- & gemeinnützige Organisationen

Description Product description: What is organizational change? Organizational change: Refers to a planned or unplanned shift in the organization’s staffing, structure or technology (Greenberg & Baron, 2000). Organizational Change Megginson (1963) paraphrased Charles Darwin’s assertion that “It is not the strongest of the species that survives, nor the most intelligent, it is the one that is most adaptable to change” [emphasis added].”

Like most, my personal experience with change has given me a foundation starting point. This book covers my journey of self-development and how I viewed my role in helping others manage individual change that occur in organizations’. Moreover, the basis of my reflection stem in part from the family systems theory (among others) which has guided how I learned empathy for employees and their roles within organizational systems.

It’s intended to be a book that reminds managers to not forget the importance of understanding the humanistic side to change, which includes the thoughts, feelings and, ultimately, the behavior of individuals that may affect the success or failure of the implementation of the change. This is what led to my interest in sharing my personal experience and thoughts on what leaders should know about improving the employees experience of change.

CHAPTER SIX

A Case Study…

The importance of having a well-defined agreement with the understanding of practical implications for any project you plan to pursue, as well as what the project will entail, is a pivotal factor in minimizing adverse risks and any misunderstandings.

At the onset of any consulting project, it is prudent to carefully consider the proposed agreement between client and consultant. As such, entering and negotiating contracts with clients and maintaining a professional relationship through the scope of work of a project. For this section of the book, I want to highlight the importance of gathering data before the initial meeting with clients – specifically, conducting background research on the potential executive client and the organization. In addition, one thing to consider during the initial interview is to ask a series of questions to gain a thorough understanding of the client’s presenting problem(s), the preliminary problem diagnosis, and the opportunity to improve an objective. Leaders should develop a formal system or method for approaching an organizational concern.

To execute a successful preliminary problem diagnosis, I find the following areas of the scope of work most useful in presenting issues from the problem statement:

• Setting the approximate timeframe for the project;
• Negotiating the wants and needs of both the consultant and the client;
• Inquiring about specific modes or procedures to which the client prefers the consultant to adhere;
• Creating a plan to facilitate the data discovery;
• Providing deliverables; and
• The Assess, Plan, Implement, Evaluate (APIE) consulting model.

Please factor in all onsiderations to inform the client that, together, you will facilitate the process of analysis while the interpretation of the data is made, in part, through a series of questions and interviewing the executive client. It is incumbent on me as a process expert to explain that “I am responsible for anticipating the flow and providing the client and sponsors with guidance about each step and expectation” (O’Neill, 2007, p. 43).

Case Study

The case study was conducted at a large governmental agency located on the West Coast of the United States. The agency has been in business for more than 40 years.

Presenting Issue

An interview was conducted with the Executive Director of the agency. In discussing the presenting issue or need impacting the organization, the Executive Director noted that “there have been changes in the department, and the upcoming organizational reconstruction has generated a great deal of uncertainty, and employee engagement has been impacted” (Executive Director, personal communication, May 4, 2017).

At the time of the case study, the organization was undergoing major reconstruction and sought help with navigating the transition. The Executive Director was informed that to achieve business success, change must occur at both the organizational and individual levels. In discussing the theory of psychological ownership, Coach and French (1946) affirmed that the change process is more effective when employees are actively engaged in the process (Fuchs & Prouska, 2014). Studies have shown that there is a positive correlation between employees’ participation during the change process and employees’ positive acceptance of the change.

Executive Summary and Description of the Organization

The governmental agency (referred to as Organization X hereinafter) was established by its board of supervisors in 1900’s in Southern California.

In January of 2015, the Board of Supervisors passed a motion to add the County’s Office of Business to the Office of Consumer Affairs agency and change the department name to Organization X. Today, Organization X serves both consumers and small businesses on the west coast. The agency now assists with certifying local small businesses and helping individuals who wish to start small businesses in the county.

Background research on Organization X revealed that it made improvements in recent years to improve its efficiency and meet the growing demand for its services. The Executive Director explained that “we created our first ever Consumer Education and Public Outreach Unit to concentrate and streamline our efforts to educate consumers. The Executive Director had an extensive professional background in consumer protection and was appointed to his current role in January 2012. In the past, the Executive Director made a significant effort to strengthen enforcement policies, enhance consumer protection, and reform programs (Executive Director, personal communication, May 4, 2017).

During the initial meeting with the organization’s Executive Director, several opportunities within the project were identified. The Executive Director discussed several expansions that took place in the department over the last several years, including the addition of the Office of Small Business in 2015 (Executive Director, personal communication, May 4, 2017). The following opportunities were identified during the initial discussion:

• Assistance with managing change
• The need for employee engagement
• Limited access to upper management
• That the skill set of employees in other divisions had created silos
• Employees expressed wanting more transparency and cross-training opportunities, which had declined in recent months

In addition, there was an expressed need for more leadership development, connections to management, and promotional opportunities. Adding to the uncertain climate created by the various changes occurring within the enterprise, Organization X was outgrowing its physical space.

During the face-to-face interview and data analysis phases, the upcoming organizational reconstruction was identified as the most pressing issue impacting the organization. As previously noted, the climate of uncertainty reduced the ’employees’ engagement. As such, this project would assist with the change transition by creating a solid base for the implementation of evidence-based solutions tailored for the organization. Moreover, this project aimed to help the organization navigate through its changes using the tools, knowledge, and resources to make the necessary adjustments for maximum organizational effectiveness.

As a consultant, I served as a sounding board, and my role was to enhance interactions of the team, address derailing behavior, and resolve personal issues that might cause challenges. For the duration of the project, I used the modern approach through a postmodern lens. I remained present to observe, reveal, and deconstruct the stories heard using evidence-based practices and research for conclusion and reporting. Lastly, during the diagnostic phase, I explained the problems and areas of opportunity for the organization. I began providing the services on May 4, 2017 and continued through August 21, 2017.

Reflection on the Start of the Project Scope, Researched-Informed Practice

Prendergast (2010) defined an evidence-based practice as the integration of research from experts in the field. Adding to this, Glasner-Edwards & Rawson (2010) describe evidence-based practice in at least two essential components: (1) evidence from validated and reliable studies and (2) [the consultant’s] expertise. Based on this, I informed the Executive Director that using a research-informed approach would provide the best course of action. At the conclusion of the project, evidenced-based research on similar cases, observations, interviews, and material obtained during the data collection phase would provide the basis for all recommendations and next steps for implementation. The Executive Director and I clarified this understanding before moving forward.

The Executive Director discussed several expansions that were made over the last several years, including the addition of the Office of Small Business in 2015. The Board Supervisor sent a directive encouraging the Executive Director to increase the service of consumers and businesses from 2% to 25%. In 2016, the department developed a Financial Improvement Program to serve consumers in financial literacy (Executive Director, personal communication, May 4, 2017). One major change that occurred was the County’s minimum wage ordinance. The minimum wage problem cost the city at least $25 million in unclaimed wages that had been “stolen” due to noncompliance with state requirements (Executive Director, personal communication, May 4, 2017).

Before moving forward, I contemplated whether there were any ethical considerations I needed to resolve prior to entering into a contract. Trevino and Nelson (2013) discuss maintaining ethical awareness. A Consultant who is ethically aware “recognizes that a situation or issue is one that raises ethical concerns and must be thought about in ethical terms” (p.1). Daft (2016) refers to ethical standards as “behavior not covered by the law, and the rule of law applies to behaviors not necessarily covered by an ethical standard” (p. 407).

A high priority consideration was how practical this project proposal was and if it would expose some discrepancies [within the organization]. Although the information regarding the $25 million in unclaimed wages was alarming, the scope of this project would not examine the organization’s finances nor address the elements of that statement. However, for the duration of the project, any additional ethical issues would be addressed. I assembled the scope of work, identifying the deliverables, timelines, schedules, and expectations for both Organization X and I.

Research by Trevino & Nelson (2013) suggested that maintaining ethical stewardship yields lasting benefits for organizations. It was vital that, as a consultant considering the proposal with Organization X, I communicate ethical expectations early in the engagement. In discussing ethical guidelines, Greiner and Poulfelt (2009) suggested making client satisfaction a high priority. Second, the values of the consult should align with those of the client/organization. Third, consultants should have the moral fortitude to say “no” if the client’s moral and ethical values are not in alignment. Fourth, consultants should “be honest with partners about concerns if cutting corners are impacting their bottom line” and finally, “ensure clients, workers and stakeholders are all treated with dignity and respect” (Greiner & Poulfelt, 2009, p. 41).

Issues that were identified during the initial assessment, interviews, and data collection phases were tied to management, new product development, and training and development opportunities. The goal of the project was to provide organizational change and clarity. To achieve this, Organization X needed a solid base for the implementation of evidence-based solutions specifically tailored for the organization.

Research indicates that a relationship between emotionally intelligent managers and their employees makes the workplace more productive and enjoyable (Razzaq & Aftab, 2015; Troth et al., 2012). According to Locke (1969, 1976), job satisfaction is defined as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences” (Razzaq & Aftab, 2015, p.3). This statement has resounding support as evident in the Davis Motivation Model (1987). The model conducted studies that found that employees will strive harder to achieve their organizational goal when they find the company enjoyable and accompanied by an emotionally intelligent manager. Gruneberg (1979) also found support for the emotionally intelligent manager and states, “that job satisfaction has become the central focus due to the general perception that job satisfaction can increase productivity and bring many other benefits to the organization” (Razzaq & Aftab, 2015, p. 3). Further support demonstrates, “full cooperation and devotion by employees will be exhibited under the conditions of the work environment and an emotionally intelligent manager” (Razzaq & Aftab, 2015). Relational communication theory is based on the premise that “relationships are defined through communication, to explain the mechanism linking individual emotional skills to communication performance” (Troth et al., 2012, p. 705). During one-on-one sessions with the Executive Director, I explained the concept of EI or emotional quotient (EQ) and how it has evolved over the years (Locke, 2005). Studies on workplace EQ have demonstrated that EQ is positively related to “service performance and attributes to reduced burn out, enhanced job satisfaction and job performance” (Razzaq & Aftab, 2015, p. 33).

To establish a clear understanding of expectation and a starting point to start the process, the Executive Director and I agreed to use the operational definition of EI as “the ability to perceive emotions, access and generate emotions, so as to assist in understanding emotions and emotional knowledge and to reflectively regulate emotions so as to promote emotional and intellectual growth” (Razzaq & Aftab, 2015, p. 29). We later discussed available opportunities in the workplace to practice EI. Our working objective was to ensure that the Executive Director manage EI (his own and others’) within the workplace and observe the influence it has on employees’ performance within the organization. Throughout the case study, both the Executive Director and I had to examine our capacity to be emotionally connected to the employees as resistance to change began affecting the organizational culture.

There were times when the Executive Director questioned whether an understanding EI was pertinent to the project. At this time, the Executive Director was encouraged to trust the process. During one of the final face-to face meetings, we discussed the premise of EI, which is being aware of one’s feelings and the feelings of others. Emotionally connected employees and managers have a positive impact on organizational performance (Razzaq & Aftab, 2015). These individuals are “inclined to listen to alternative viewpoints and follow the appropriate relational rules of communication exchange” (Troth et al., 2012, p. 706). McKee and Tilin (2009) add that emotionally intelligent employees and managers may “Increase the speed and depth of leadership development, create organizational loyalty, improve communication, enhance manager’s ability to solve conflicts, and make developing of other employees a part of every leaders’ job” (p. 69).

Reflecting on Communication and EI in Organization X

Researchers link job satisfaction, job retention, and team effectiveness and performance to work environments where EI and communication are cultivated. McCallin and Bamford (2007) contend that “leaders that seek and value contributions from colleagues foster a healthy communication climate, which supports information sharing, decision-making and the expression of emotional intelligence” (p. 389). Moreover, managers’ and employees’ “team effectiveness improved when colleagues were emotionally secure with each other” (McCallin & Bamford, 2007, p. 389). Based on this, it is affirmed that managers and employees who are emotionally intelligent possess the capability to communicate effectively, which improves their professional judgment, makes them more mindful of social factors, and capable of owning their emotions and the emotions of others. Thus, managers are effectively equipped and more successful in resolving conflict and making decisions. During the change management process, my role as the consultant was to “balance emotional expressiveness and emotional restraint, as they focus on the client bringing together skills and knowledge in collaborative working relationships” (McCallin & Bamford, 2007, p. 387).

The relationship between EI and human relations is often underappreciated. Communication by emotionally intelligent people in the workplace is known to have a positive impact on business. During an interview with the Executive Director discussing EI and its importance in the workplace, I informed the Executive Director that the more I used EI, the more I discovered opportunities to have enhanced communication with my employees in the workplace. In response, the Executive Director asked if “the ability to self-regulate your thought as a tool when communicating in the workplace leads to more effective communication?” To which, I replied, “Yes.”

At the conclusion of the conversation, I reminded the Executive Director that communication is positively impacted when emotionally intelligent employees and managers are part of a team. Troth et al. (2012) argued that “individual emotional skills would positively predict performance within a team if the object required communicating interdependently with other teammates” (p. 714). McKee and Tilin (2009) also found that “people who managed their development intentionally are poised to make good choices about what they need to do to be more effective and more satisfied with their lives” (p. 64).

A meeting and presentation were scheduled with the Executive Director, the chief deputy director, and more than 10 senior staff members who were primarily responsible for decision-making within the organization. The goal of the meeting was to establish and finalize the perception of change, and the impact that ...