Change Management Management Theory

Leadership Reflection

One specific reading that came in handy was Agile – DHA 801(Crocker, Cross, and Gardner, 2020). Thanks to Agile, I got to learn that efforts to promote cross-functional teamwork could be hindered by misalignment of values. This, according to the authors causes “progress to stall or action not to be taken at all” (Crocker, Cross, and Gardner, 2020, p. 44). With this in mind, I sought to ensure that cross-functional teams at the facility were united by clearly defined clearly defined guiding principles which contribute towards the achievement of unity of purpose. Another key reading was Forbes Coaches Council’s Nine Ways Leaders Should React to Unexpected Negative Feedback - DHA 809 (Forbes et al., 2021). Here, I got to learn that all feedback – negative or positive - should be sought and embraced. The relevance of feedback cannot be overstated in seeking to bring all partners on board, as well as assessing the relevance, progress and impact of change. Communications Negotiations and Resolving Conflicts (DHA 804) was also of great relevance to the extent that it reminded me that change is largely a people-driven undertaking that calls for effective collaboration and meaningful interactions between various stakeholders and partners (Thomas and Inkson, 2009).

Over the last few weeks, we have been able to increase employee engagement levels significantly. In a recent survey that sought to measure the extent to which workers feel connected to the organization on the emotional and mental fronts, most workers reported feeling more involved and valued. I attribute this to efforts to promote cordial relationships between employees and management and the move to involve employees in decision making. It is expected that enhanced employee engagement will have a positive impact on motivation levels – effectively helping rein in the high absenteeism rate.

One part of the project that proved to be a challenge was achieving cross-functional teamwork. The facility is yet to get multidisciplinary teams to work together in a seamless manner. I am of the opinion that failure to ensure that workers had access to the right tools for cross-functional teamwork contributed to the said challenge. Hence, there would have been need to deploy tools that could help on this front, i.e. shared digital workspaces.

To ensure improved outcomes, now that the leadership practicum project is completed, I would ensure that the change coalition embraces diversity and that as many key departments as are possible are represented therein. This would be an important move to ensure an even more discerning coalition is built that is better at problem solving and, thus, capable of sustaining the momentum for change. I would also seek to ensure that all aspects of the operations at the facility are aligned with the vision. For instance, I could find ways of tying back aspects of performance reviews and/or training to the vision. I would also encourage departmental heads to refer to, cite, or reference the vision in their engagements with staff every change they get. This would come in handy in efforts to ensure effective communication of the vision and ensure it remains fresh in everyone’s mind.