Organizational Change and Development

Introduction
An intervention of change and development within an organization is a sequence of practices, activities, and occurrences purposed to aid the entity in enhancing its performance and efficacy. The design of such an intervention emanated from prudent analysis and is directed to resolve distinctive issues and to augment certain operational areas within the organization ascertained in the analysis. The purpose of this paper is to serve a synopsis of the intervention design practice for a private prison company. The paper will delineate criteria that characterize efficacious organizational change and development intervention, ascertains prospective bottlenecks in executing change and the conceivable eventualities that act as guiding principles to effective intervention design.
Initial Steps in the Change Process
Step 1 – Build Awareness
The initial phase in the process of organization stats with creating awareness. The personnel within the private prison company need to be cognizant of the incessant pressure and burden to undertaken a transformation or improvement. Taking into consideration the prevailing status of the two prisons, there is an apparent necessity for organizational change. This is imperative for the reason that the first phase within the process of change gets the ball rolling and when conducted in the right manner, generates positive outcomes. A number of the employees may have awareness of the forthcoming tasks and this insight becomes the core need for change. Responsiveness amongst the workforce is a key advantage for the entity because it offers a motivational superiority. When this inspiration followed by actions then the entity is able to become dominant in its field. Owing to the incessant change in consumer needs and preferences together with intense competition, awareness facilitates the ability of knowing what is likely to take place in the forthcoming periods.
Step 2 – Recognize an Area of Need
Secondly, there is the identification of the area within the prison company that necessitates the greatest level of attention. Whereas appreciating the weightiness of the organizational change and improvement is essential, it is not sufficient, which indicates the need to ascertain they area within the company to lay emphasis on. In order to pinpoint this area, an organizational health check might be conducted, such as examining the prevailing gaps between the present position of the organization and where it ought to be. Another approach is to conduct a comparison of the components of a high performing company to the prevailing one. Analyzing the company’s performance against industry benchmarks is another prospective approach. The significance of this step lies in the fact that it aids in emphasizing endeavor on the fitting places therefore the accessible resources are utilized with exactness and a return on investment assured.
Applicable Theory and Model
The Complexity Theory of Change and the Awareness, Desire, Knowledge, Ability and Reinforcement (ADKAR) model appears to be the most ideal model for facilitating and implementing change within the two prisons respectively (Styhre, 2002; Hiatt, 2006). On the one hand, the Complexity Theory of Change provides a framework through which experts are able to examine and comprehend an organization’s operations. Therefore, it becomes possible to determine the approaches through which an intervention ought to be designed to bring about the change being sought after by the organization (Styhre, 2002). In contrast, the ADKAR model lays emphasis on the philosophies of change structured to be used in a huge number of people or a company in its entirety. It signifies a phase in the process of change and has to be undertaken so as to accomplish the desired change (Hiatt, 2006). The complexity theory is ideal during unstable circumstances whereas the ADKAR model is suitable for change implementation.
Expected Resistance to Change
Imperatively, change is pivotal for the sustainability of the prison corporation, which positions the entity ready for transformation. However, with change comes resistance. In this regard, the fundamental resistance is expected to come in the form of personnel disliking their new roles, duties, and necessitated productivity (Welsh an Harris, 2016; Benn, Dunphy, & Griffiths, 2014). This is largely for the reason that people fear change and are commonly not enthusiastic to sacrifice the norm for unchartered territories (Benn et al., 2014).
Strategies to overcome resistance to change
The two most efficacious approaches that will be utilized to overcome resistance to organizational change is training and communication. To begin with, the prison’s management will open a proper channel of communication with prison staff to alleviate any concerns and apprehension. This increases employee awareness thereby diminishing the fear of being unfamiliar. Secondly, training is purposed to generate inevitability of the change process and facilitate employee empowerment. Training is more significant if individuals are being shifted within the organization and new roles responsibilities are being allocated. Personnel experiencing difficulty with the change will take time to discuss any issues with managers. Moreover, managers will also be trained to make certain they are capable of directing subordinates throughout the change process. This can be accomplished either internally or be outsourced to a consulting firm.
The following are strategies that will be carried out to increase the level of trust amongst organizational staff and obtain their backing:
1. Consistent communication
To guarantee the backing and confidence of the personnel from both prisons, it is imperative to have incessant communication. The progressive rapid pace of the work setting implies every participating individual should be informed at every turn. According to Mishra et al. (2014), through the appropriate software, it will be possible to boost sharing of information and update members. A team charter will be employed to facilitate communication as it delineates the team’s purpose and also the individual roles and responsibilities. Secondly, team building exercises will be used to improve interrelation. Lastly, meetings should be held on a regular basis to ensure all members of the two prison facilities express their concerns and also relay their progress (Schnackenberg & Tomlinson, 2016).
2. Discourage Cliques
More often than not, cliques can be created within teams, especially amongst members that have similar interests and tasks. Nonetheless, this can create detachment within the team owing to the isolation of others and also comprise the level of trust. Teams will be given the chance to penly discuss with each other and dissuade the formation of such cliques (Schnackenberg & Tomlinson, 2016).
3. Discuss Trust Issues
In the eventuality that there arise trust issues amongst personnel of the two organization, an analysis of the root cause will be undertaken in order to determine approaches for resolving such an issue (Mishra et al., 2014; Schnackenberg & Tomlinson, 2016). A conceivable strategy is the use of a questionnaire to ascertain the perspective, attitude and opinions of the employee regarding the basis of the lack of trust. Subsequent to this, an open dialogue should be availed to discuss and resolve any problems and at the same time guaranteeing the privacy of any remarks given by the employees in the questionnaires.





















References
Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. Routledge.
Hiatt, J. (2006). ADKAR: a model for change in business, government, and our community. Prosci.
Mishra, K., Boynton, L., & Mishra, A. (2014). Driving employee engagement: The expanded role of internal communications. International Journal of Business Communication, 51(2), 183-202.
Schnackenberg, A. K., & Tomlinson, E. C. (2016). Organizational transparency: A new perspective on managing trust in organization-stakeholder relationships. Journal of Management, 42(7), 1784-1810.
Styhre, A. (2002). Non-linear change in organizations: organization change management informed by complexity theory. Leadership & Organization Development Journal, 23(6), 343-351.
Welsh, W. N., & Harris, P. W. (2016). Criminal Justice Policy and Planning: Planned Change. Routledge.