Assignment: Change Initiative Creative Vision LDR 615
Assignment: Change Initiative Creative Vision LDR 615
In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:
1. Describe your organization, include the organization’s mission, and identify the various stakeholders.
2. Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.
3. Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.
4. Propose the steps needed for your organization or department to respond to this driving force.
5. Predict how employees at various levels in the organization will respond to your proposed change initiative.
6. Develop a vision for change. Describe how this vision correlates with the organization’s mission, and how you will present this vision to internal stakeholders.
7. Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.T
You are required to submit this assignment to LopesWrite. Please refer to the directions in the Student Success Center. Assignment: Change Initiative Creative Vision LDR 615
This paper is worth 200 points
Remember, this Professor is a book writer. He is too smart for his pants.
I am requesting an “A” on this paper. I want all 200 points.
Please follow the rubric attached.
Hello, I am a charge nurse for a Medical-Surgical Unit. I have worked as a bachelor degree nurse for 29 years at the University of Texas Medical. I have received certifications in 3 different specialties Medical-Surgical, Bariatrics, and Oncology. My goal is to become a Nurse Manager and teach Nursing for the LVN or RN program.
I am attending Grand Canyon University to receive my Masters in Leadership.
These are the books we are reading:
FYI: The Heart of Change: Real-Life Stories of How People Change Their Organizations
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
Read “Leading Change Through Vision,” by Huyer, from Leadership Excellence Essentials (2014).
Read “What Everyone Gets Wrong About Change Management,” by Anand & Barsoux, from Harvard Business Review (2017).
Please do not use any information from previous GCU student.
If you have any questions, please feel free to contact me.
Change Initiative: Creating Vision
Less than Satisfactory (74.00%)
Presentation of Organization (Mission, Stakeholders, Driving Forces in the Industry or Field, Viability of Organization, etc.)
No organizational description is presented.
An incomplete description of the organization is presented; significant details regarding the mission and stakeholders have been omitted. Evaluation of organizational viability and driving forces is missing or incomplete.
A general description of the organization is provided; some details necessary to understanding the mission of the organization, and its stakeholders are missing. Evaluation of organizational viability and driving forces is incomplete or lacks of support.
A description of the organization is provided, including most major details necessary to understanding the mission of the organization and its stakeholders. Evaluation of organizational viability and driving forces provides insight into organizational viability, but evaluation lacks sufficient support and some minor details are missing.
A description of the organization is provided, including all major details necessary to understanding the mission of the organization and insight into the various organizational stakeholders. Evaluation of organizational viability and driving forces contains strong support and provides clear insight into organizational viability. Assignment: Change Initiative Creative Vision LDR 615
Analysis of the Effect of Specific Driving Force on Organization or Department
Analysis of specific driving force and the effect of this force on the organization or department is not presented.
Analysis of specific driving force is presented, but it is incomplete. Specific organizational or departmental issues resulting from the driving force are not discussed.
Analysis of specific driving force is presented, but it lacks details and supporting evidence. Specific organizational or departmental issues resulting from the driving force are generally discussed.
Analysis of specific driving force is presented, including major details and general supporting evidence. Specific organizational or departmental issues resulting from the driving force are discussed.
Analysis of specific driving force is logically presented, including all relevant details and strong supporting evidence. Specific organizational or departmental issues resulting from the driving force are clearly discussed. Analysis provides unique insight into the effects of the driving force on the viability of the organization or department.
Proposal of Steps for Responding to Change
No steps are proposed to respond to change.
A general recommendation for responding to change is referenced, but it lacks specific steps. No prediction of stakeholder response to change is presented, or prediction is vague and lacks supportive evidence.
Some steps are proposed responding to change, but they lack a logical sequence and major detail. A general prediction of stakeholder response to change is presented, but the prediction lacks major detail and evidence to support claims.
Steps are proposed for responding to change through logical sequence. A prediction of stakeholder response to change is presented, with general evidence to support claims.
Detailed steps are proposed for responding to change through a clear and logical sequence. A well-developed prediction of stakeholder response to change is presented, with with strong evidence to support claims. Assignment: Change Initiative Creative Vision LDR 615
Development of Vision for Change
No vision is presented.
A vision is presented, but it lacks rationale. Vision does not correlate with the mission of the organization, or the mission is not stated. Steps for presenting the vision to stakeholders are incomplete or missing.
A vision is presented with some supporting rationale. Vision loosely correlates with the mission of the organization. Steps for presenting the vision to stakeholders are generally presented.
A vision is presented with rationale. Vision correlates with the mission of the organization. Steps for presenting the vison to stakeholders are presented. Overall, vision contains elements conducive to supporting a change initiative.
A detailed vision is presented with strong supporting rationale. Vision correlates directly with the mission of the organization. Detailed steps for presenting the vision to all internal stakeholders are presented. Presentation of vision facilitates stakeholder involvement. Overall, vision is strongly conducive to supporting a change initiative.
Evaluation of Stakeholder Response and Considerations to Change and Vision
No stakeholder evaluation is presented.
A partial stakeholder evaluation of response to change is presented, but it is incomplete.
A stakeholder evaluation of response to change is generally presented. Stakeholder considerations to change and proposed vison are generally discussed; no clear plan for responding to these considerations is proposed.
A stakeholder evaluation of response to change is presented. Stakeholder considerations to change and proposed vison are discussed; a general plan for responding to these considerations is proposed.
A detailed evaluation of stakeholder response to change is presented. Stakeholder considerations to change and proposed vison are clearly identified and discussed in detail; a clear and well-supported plan for responding to these considerations is proposed
Organization and Effectiveness
Thesis Development and Purpose
Paper lacks any discernible overall purpose or organizing claim.
Thesis is insufficiently developed or vague. Purpose is not clear.
Thesis is apparent and appropriate to purpose.
Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose.
Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.
Argument Logic and Construction
Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources.
Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility.
Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis.
Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative.
Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.
Mechanics of Writing (includes spelling, punctuation,
Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used.
Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied.
Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed.
Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech.
Writer is clearly in command of standard, written, academic English.
Paper Format (use of appropriate style for the major and assignment)
Template is not used appropriately or documentation format is rarely followed correctly.
Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent.
Appropriate template is used. Formatting is correct, although some minor errors may be present.
Appropriate template is fully used. There are virtually no errors in formatting style.
All format elements are correct.
Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style
Sources are not documented.
Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors.
Sources are documented, as appropriate to assignment and style, although some formatting errors may be present.
Sources are documented, as appropriate to assignment and style, and format is mostly correct.
Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error
Topic 2 DQ 1
Why is vision essential to facilitating successful change in an organization? What is the correlation between a leader’s role/vision and a successful change initiative? Describe a vision that you have seen/heard/read/viewed that you felt inspired successful change. How did this vision influence people’s behavior and attitudes toward a major change initiative?
Re: Topic 2 DQ 1 Directives
Welcome to week two of our DQ 1 dialog due Thursday but no later than day three (Saturday) of the assignment week to not lose points. Please try and not post to DQ 2 until Sunday so that we can enjoy rich dialog as a group on DQ one. You are asked to read your lecture notes, other course resources, explore the research, to read the materials for this topic and respond to the following:
Why is vision essential to facilitating successful change in an organization?
What is the correlation between a leader’s role/vision and a successful change initiative?
Describe a vision that you have seen/heard/read/viewed that you felt inspired successful change.
How did this vision influence people’s behavior and attitudes toward a major change initiative?
Please use critical reasoning in your contribution to the discussion. Continue to remain engaged in the discussions and provide comprehensive feedback to your classmates.
Please note and adhere to the following:
DQ One Discussion: Starts Thursday – Ends Sunday (4 days)
Make an initial response to the question or reply to one or more classmates
Post that response/reply by day one (Thursday) but no later than day 3 (Saturday), dialog until day 4 (Sunday)
It is important that you please: 1) post an initial response by or before day three, 2) provide substantive research supported information in your initial response to the question, 3) provide feedback to your classmates, and 4) remain engaged in the discussion. Please follow the DQ guidelines to post and use research sources to support your responses. You will post a minimum of 5 posts over a minimum of three separate days each week (more is better). I suggest you Try and not post to DQ 2 until Sunday, but no later than Monday. I look forward to the dialog. Thank you for your participation and I wish you good success.
Re: Topic 2 DQ 1
People are always looking for quality products and services, and healthcare is no exception. Organizations are required to make changes depending on the new rules and regulations, give quality and evidence-based care, and to meet the customer satisfaction. Healthcare organizations are required to provide quality care while also reducing the health expenditure. Leaders need to make changes to the organization depending on the requirements. Policies that help to improve quality through improving structures can reduce waste, rework, delays, lower costs, higher market share and positive company image (Mosadeghrad, 2014). The healthcare services cannot be uniformed as it differs from what services are being provided and which professionals delivers it (Mosadeghrad, 2014). Healthcare leaders need to identify the diverse needs of patients and prepare the employees to provide quality care.
It takes a visionary leader to anticipate the customer needs and communicate that effectively with the employees. Several researches over the years demonstrated the power of transformational and charismatic leadership in organizational changes (Groves, 2006). A charismatic leaders vision often brings to the follower’s attention to the opportunities for change, infuses them with hope, and moves their energy to devote to the vision (Groves, 2006).
One successful change initiative in our organization was to improve patient mobility at the hospital with the aim of preventing complications due to immobility. Every patient was supposed to be out of bed by 10 am in the telemetry unit. In order to bring about the changes, the hospital leadership provided the staff with lift equipment. Champions from the team was identified who would be role models to bring changes. Staff was educated about the importance of using the lift equipment to protect themselves from the injury. Some people were skeptical about the changes initially but once they saw that the change was not only beneficial to patients, but also to staff, they were happy to align with the change.
The leaders were able to communicate effectively with the staff about the changes, and they chose the right people to be the agent of change.
Groves, K. S. (2006). Leader emotional expressivity, visionary leadership, and organizational change. Leadership & Organization Development Journal, 27(7), 566–583. https://doi-org.lopes.idm.oclc.org/10.1108/01437730610692425
Mosadeghrad, A. M. (2014). Factors influencing healthcare service quality. International Journal of Health Policy and Management, 3(2), 77. https://doi-org.lopes.idm.oclc.org/10.15171/ijhpm.2014.65
Topic 2 DQ 2
According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. Discuss the relevance of this statement for organizations growing and responding to change. What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?
Re: Topic 2 DQ 2
Planned organizational change is a useful tool that can assist an organization to move from its present state to a more desirable, competitive future state. Planned organizational change implies deliberate, strategic, and goal-oriented change efforts, that are initiated at higher levels of the organization (Onyeneke & Abe, 2021). Over 70% of planned organizational changes fail because of the negative employee reactions toward the proposed change, such as change-related stress, anxiety, fear, anger, and frustration (Borges & Quintas, 2020). This is why change leadership is an important aspect of the change process to help understand employees’ reactions, review feedback, and provide an opportunity to avoid undesirable results such as resistant employee behaviors (Borges & Quintas, 2020). The employee’s experience either cognitive, emotional, and intentional responses becomes part of their decision process as to whether to resist or support the change effort (Onyeneke & Abe, 2021).
Constant change has become an important part of healthcare organizations. Change leadership, if done properly, can help understand and address employee stress levels and minimize the negative effects associated with the change process (Zin & Talet, 2016). Healthcare leaders need to implement organizational change over a gradual period because rapid, transformational change has a disruptive effect on the organization’s overall performance, management, and employees’ behavior (Zin & Talet, 2016). Facilitating employee support is viewed as a fundamental role during organizational change efforts because leaders help shape employee reactions toward change and encourage employee cooperation (Onyeneke & Abe, 2021). The successful implementation of organizational change requires leaders with a complex responsive process that are facilitating, engaging, develop a clear and concise change vision, encourage active participation, and persuasive participation (Onyeneke & Abe, 2021). Leaders that show concern for individuals having trouble with the change, provide change-related support, and constantly reevaluate the change implementation plan have been shown to have successful organizational change outcomes (Onyeneke & Abe, 2021). Also, leaders projecting a positive mindset towards the change project have positively influenced employee cooperation and support for change (Onyeneke & Abe, 2021). Employee support for change depends on leaders changing employee perceptions and emotions about the change project because employee behaviors are cognitively and emotionally driven and will affect the outcome of the change initiative (Onyeneke & Abe, 2021). Change leadership directly shapes employees’ beliefs and understanding of the organizational change which influences their emotional response toward the change ultimately influencing their intentions to support or resist the change (Onyeneke & Abe, 2021). For successful change implementation, leaders need to build the support of the employees because their cooperation is necessary.
Borges, R., & Quintas, C. A. (2020). Understanding the individual’s reactions to the organizational change: a multidimensional approach. Journal of Organizational Change Management, 33(5), 667–681.
Onyeneke, G. B., & Abe, T. (2021). The effect of change leadership on employee attitudinal support for planned organizational change. Journal of Organizational Change Management, 34(2), 403–415.
Zin, R. M., & Talet, A. N. (2016). Empirical evidence of frequency of change and job burnout. South African Journal of Business Management, 47(4), 27–33. https://doi.org/10.4102/sajbm.v47i4.72
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