by William Guth
MSC 513 Change Management
Winter 2020
The artifact I submitted for MSC 531 Change Management is the final paper, a position paper, titled Change Management 2. For this assignment students are tasked with identifying an organizational change scenario and evaluating the key elements of change including the context, the stakeholders, obstacles to achievement, strategies for overcoming obstacles, etc. This position paper can be an evaluation of a change that the student has experienced, has observed publicly, or would consider proposing to an organization, that is hypothetical or real. At the end of the paper, students form a conclusion about the probability of success, and explain their rationale which reflects course concepts. Throughout the paper, students identify concepts presented in class and apply them to the context and circumstances of the change proposal. I chose to propose a change management strategy for real world events that were occurring in my organization at the time of the paper.
The intended outcome of the assignment was to demonstrate that I could recognize and evaluate the complexities of change management scenarios, and appropriately apply a variety of change management theories and researched models for managing organizational change(s). Organizational change is about implementation of new ideas and practices that can be focused at micro and macro levels. The success of organizational change is dependent on a variety of factors including individual’s attitudes and behaviors, in addition to organization wide practices and implementation policies. From this assignment and the course as a whole I developed the skills for recognizing behaviors and attitudes of individuals at all levels of an organization and how to factor those details into my approach to persuasion and change. While change management is not a form of mind control, it is a comprehensive approach to identifying opportunities for change, proposing and implementing effective change, and accurately predicting an outcome. Given one’s evaluation of proposed changes, or post-mortem evaluation of failed changes, navigating the complexities of change becomes a whole lot easier.
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