Change Management Strategy
The most appropriate set of change management strategies to use for implementing change would be an appreciative inquiry approach. A merging of two companies creates a plethora of unknowns for all; the unknown is a strong threat to all that perceive it. Reframing the image of merging into a positive strength for all is more palatable, if not approachable for most. “Appreciative inquiry typically examines successful events, organizations, and work units. This focus becomes a form of behavioral modeling, but it also increases open dialogue by redirecting the group 's attention away from its own problems” (McShane & Von Glinow, 2016, p. 456). Appreciative inquiry approach is also not of a directive leadership style, …show more content…
Managers under Colleen need to clearly understand that the merge has happened; the world as they previously knew it is gone and not coming back, so change is not only urgent but inevitable. Next, though more extensive, is reducing or minimizing the resistance to change. As mentioned earlier, communication is key to the success; it also is a large reducer of change resistance. As managers start knowing, and understanding, the end-game vision, the fear of the unknown is dissolved. Participation and problems solving engagement takes fear’s place. Further training to learn will also reduce the change resistance by breaking old habits or routines; it brings knowledge and understanding as to what was wrong before or why the new way or process is better. As Nielsen, Bachrach, Sundstrom & Halfhill (2012) explain, “when work requires ongoing coordination, OCBs represent appropriate investments of resources likely to improve group performance” (p. …show more content…
However, as she herself has referenced, many of her direct reports appear to be thirsting for change. Communication will be a key to her success as the transitional leader. As the merge process of these two companies into one firm transpires, all will have some form of change, and a new culture within will need to be developed. Colleen will need to start with a directive leadership style, supplemented with a supportive leadership style as at the start of the change process. Upon working with her direct reports, Colleen with then need to shift to a participation leadership style to promote strong growth as one new firm, and as a foundation for a new culture with artifacts all can treasure. Colleen will need to keep focus towards the overall organizational commitment, steering with an appreciative inquiry approach towards what will be. “Perhaps the most critical point is that acculturation is a process more than an outcome...consists of a series of adjustments, some minor, some not, made by members of both organizations” (Elsass, 1994, p. 451). Colleen will need to unfreeze, change behaviors, to refreeze accordingly, in this ongoing
The most appropriate set of change management strategies to use for implementing change would be an appreciative inquiry approach. A merging of two companies creates a plethora of unknowns for all; the unknown is a strong threat to all that perceive it. Reframing the image of merging into a positive strength for all is more palatable, if not approachable for most. “Appreciative inquiry typically examines successful events, organizations, and work units. This focus becomes a form of behavioral modeling, but it also increases open dialogue by redirecting the group 's attention away from its own problems” (McShane & Von Glinow, 2016, p. 456). Appreciative inquiry approach is also not of a directive leadership style, …show more content…
Managers under Colleen need to clearly understand that the merge has happened; the world as they previously knew it is gone and not coming back, so change is not only urgent but inevitable. Next, though more extensive, is reducing or minimizing the resistance to change. As mentioned earlier, communication is key to the success; it also is a large reducer of change resistance. As managers start knowing, and understanding, the end-game vision, the fear of the unknown is dissolved. Participation and problems solving engagement takes fear’s place. Further training to learn will also reduce the change resistance by breaking old habits or routines; it brings knowledge and understanding as to what was wrong before or why the new way or process is better. As Nielsen, Bachrach, Sundstrom & Halfhill (2012) explain, “when work requires ongoing coordination, OCBs represent appropriate investments of resources likely to improve group performance” (p. …show more content…
However, as she herself has referenced, many of her direct reports appear to be thirsting for change. Communication will be a key to her success as the transitional leader. As the merge process of these two companies into one firm transpires, all will have some form of change, and a new culture within will need to be developed. Colleen will need to start with a directive leadership style, supplemented with a supportive leadership style as at the start of the change process. Upon working with her direct reports, Colleen with then need to shift to a participation leadership style to promote strong growth as one new firm, and as a foundation for a new culture with artifacts all can treasure. Colleen will need to keep focus towards the overall organizational commitment, steering with an appreciative inquiry approach towards what will be. “Perhaps the most critical point is that acculturation is a process more than an outcome...consists of a series of adjustments, some minor, some not, made by members of both organizations” (Elsass, 1994, p. 451). Colleen will need to unfreeze, change behaviors, to refreeze accordingly, in this ongoing