You have learned about the importance of the change vision and how change leaders can create a meaningful vision that energizes and focuses action.
Discuss the difference between an organization vision and a change vision.
Then with a fictitious Middle Eastern organization in mind, following the 5 step ?checklist for change? to briefly explain your fictitious change scenario.
- Finally share a change vision to support this fictitious change scenario.
- As you participate in the discussion, ensure you provide feedback on the strengths and weaknesses of the change visions shared by your classmates.
First mate:”Class,To have success, a change leader must have a clear vision. In other words, they understand and know why the organization exists. These individuals can see through the clutter, and implement a plan that helps reach the organization’s objectives. Of course, it will be tough to make positive things happen, so perseverance also matters.How do leaders develop the ability to see into the future (i.e., vision)? How does someone learn this essential skill? Please share your thoughts.”
Second mate:The focus of the vision may change, while the guidelines for creating a vision remain the same, based on the level and position of the change leader. A change vision is something that the wide spectrum of individuals who must make changes can comprehend. It is more narrowly focused on the particular that must be made and is shorter in duration. The organization’s vision is long-term (Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Future is the central theme. Success in a company depends on enduring values, beliefs, and behaviors. The vision needs to be clear, concise, easily understood, memorable and challenging. The five steps for “Checklist for Change” isIdentifying an organization’s issue: What is the real need for change? What are the effects of changing or not changing on the organization? Do individuals know about these risks (Cawsey, T. F., Deszca, G., & Ingols, C. (2016)?Set goals: Are members aware of the need for change when setting goals? Do they acknowledge the need for change, or do they deny it? How are they expected to know (Cawsey, T. F., Deszca, G., & Ingols, C. (2016)?Creating the plans: People are motivated to change when they believe the advantages exceed the disadvantages. Do they believe the benefits outweigh the drawbacks? What steps can you take to guarantee this is the case (Cawsey, T. F., Deszca, G., & Ingols, C. (2016)?Putting the plans into action: If people think the advantages outweigh the drawbacks, do they also consider the chances of success are high enough to justify taking the necessary risks and devoting the required amount of time and effort (Cawsey, T. F., Deszca, G., & Ingols, C. (2016)?Considering the Results: Are there any options that might be more appealing to them? What is it about their expenses, advantages, and dangers? How the change leaders should approach these alternatives (Cawsey, T. F., Deszca, G., & Ingols, C. (2016).There is a clear need for change for organizations to succeed and become stronger. The efficiency and productivity of the organization increase with the need to change the organization. If there is no change in the organization, the company faces difficulties, and declining in the industry can cause harm to the company. If there is a need for organizational change, the six factors, Vision, Values, Practices, People, Narrative, and Place, must first be identified and understood. In light of the fictitious change Scenario, an organization’s problem is not meeting its goals (“Visions of Change as Visions of Continuity | Academy of Management Journal,” 2022). The objectives are to boost revenue, enhance customer satisfaction, and cut expenses. The plan that needs to be implemented includes streamlining processes, improving customer service, and developing new sales techniques. This calls for new processes, procedures, updated technology, and training (“Visions of Change as Continuity | Academy of Management Journal,” 2022). Tracking revenue, customer happiness, and operational data are used to evaluate the outcomes.The fictional organization’s change vision calls for a 25% improvement in customer satisfaction, 20% growth in sales, and a 10% cut in costs. This serves as a guide for the change leaders as they carry out the plan.