Proposed cause of action
Change can be perceived as good, bad, or even both at the same time. It all depends
who you are and how change has been introduced.
Change within the organization and division had to happen. However, with change
came dissatisfied employees. With low levels of morale and despondency amongst
employees of BBCS division, as leadership of Barclays Africa, it is imperative to act with
urgency so as to arrest the situation, ensuring that they also share and embrace the
new company vision. The type of leadership to drive the process within the division
should also be able to impact the behavior of employees, taking into consideration the
new culture that includes people with different values.
It is also important …show more content…
Clearly communicating the vision and motivating employees
should be key attributes in the leadership team
Figure 5: Dimension of transformational leadership adapted from Henley (2014)
The aim should be to move employees in the transition curve from a state of depression
to full integration, and Kurt Lewin’s Model of Change as illustrated in figure 6 below
provides simple steps to effect that change. Lewin suggests a three stage approach
which is unfreezing the current approach, effecting change to it, and refreezing it to
ensure that there is no turning back to the old ways of doing things.
If you have a large cube of ice, but realize that what you want is a cone of ice, what do
you do? First you must melt the ice to make it amenable to change (unfreeze). Then
you must mold the iced water into the shape you want (change). Finally, you must
solidify the new shape (refreeze)
Figure 6: Model of change adapted from K Lewin`s (1952)
The whole process of unfreeze to change to refreeze will have an enormous impact …show more content…
This should also involve coaching and constant communication to ensure that
everyone progresses smoothly in the transition curve. As a people centered approach,
change through learning sets a solid foundation for a trusting environment.
The type of internal media selected in communicating the change process is important
to ensure its effectiveness. Face to face communication through workshops and
feedback meetings is ideal. Other communication tools should include internal memos,
emails to employees, and company noticeboards. Communication should therefore be
constant and address any misconceptions and myths about the process.
Communication specialist within the division should also form part of the
change management team so as to guide on methods and timing of communication.
3.2.1Context of Change
Figure 8 below by Balogun & Hope Hailey (2004) provides context in which change
process can happen, while their Change Kaleidoscope determines the variables to look
at when designing the change interventions.
Figure 7 Change, Kaleidoscope for RBBCS adapted from Balogum & Hope
Hailey(2014)
The benefits to managing a people change transition will flow over to
Change can be perceived as good, bad, or even both at the same time. It all depends
who you are and how change has been introduced.
Change within the organization and division had to happen. However, with change
came dissatisfied employees. With low levels of morale and despondency amongst
employees of BBCS division, as leadership of Barclays Africa, it is imperative to act with
urgency so as to arrest the situation, ensuring that they also share and embrace the
new company vision. The type of leadership to drive the process within the division
should also be able to impact the behavior of employees, taking into consideration the
new culture that includes people with different values.
It is also important …show more content…
Clearly communicating the vision and motivating employees
should be key attributes in the leadership team
Figure 5: Dimension of transformational leadership adapted from Henley (2014)
The aim should be to move employees in the transition curve from a state of depression
to full integration, and Kurt Lewin’s Model of Change as illustrated in figure 6 below
provides simple steps to effect that change. Lewin suggests a three stage approach
which is unfreezing the current approach, effecting change to it, and refreezing it to
ensure that there is no turning back to the old ways of doing things.
If you have a large cube of ice, but realize that what you want is a cone of ice, what do
you do? First you must melt the ice to make it amenable to change (unfreeze). Then
you must mold the iced water into the shape you want (change). Finally, you must
solidify the new shape (refreeze)
Figure 6: Model of change adapted from K Lewin`s (1952)
The whole process of unfreeze to change to refreeze will have an enormous impact …show more content…
This should also involve coaching and constant communication to ensure that
everyone progresses smoothly in the transition curve. As a people centered approach,
change through learning sets a solid foundation for a trusting environment.
The type of internal media selected in communicating the change process is important
to ensure its effectiveness. Face to face communication through workshops and
feedback meetings is ideal. Other communication tools should include internal memos,
emails to employees, and company noticeboards. Communication should therefore be
constant and address any misconceptions and myths about the process.
Communication specialist within the division should also form part of the
change management team so as to guide on methods and timing of communication.
3.2.1Context of Change
Figure 8 below by Balogun & Hope Hailey (2004) provides context in which change
process can happen, while their Change Kaleidoscope determines the variables to look
at when designing the change interventions.
Figure 7 Change, Kaleidoscope for RBBCS adapted from Balogum & Hope
Hailey(2014)
The benefits to managing a people change transition will flow over to