LDR 615 What is your reaction to change in your personal history?
LDR 615 What is your reaction to change in your personal history?
My personal thoughts and reaction to change is that change is something that is there for improvement and guidance. When change happens it typically is for the greater good and to bring new and exciting features to a position or a company. There are moments when change can be overwhelming and difficult to see though to the end and in those moments I communicate and really ask questions to understand what is going on. For me personally, communication is the main tool I use when it comes to change. I ask questions, I listen, but I also give feedback on what might be beneficial for the team to hear regarding change. Change is something that will always happen and it is best to look at it optimistically and know that everything happens for a reason.
No matter what we do, what our background is, or what our beliefs are; change is inevitable. I am adamant that change is needed and necessary in any domain. My reaction to change is that it should be welcome more and not have a negative connotation. I have always welcomed change, weather good or bad. I see change as a way to mature and become a better, wiser person. Change especially disruptive changes can reveal their strength to an individual. Gilbert & Bower (2002) believes that disruptive change are sudden changes to an organization; they create a lot of stress and tension amongst leaders and their followers which openly influences a portion of a business. One of my most influential tools is my faith in God. Changes are not always an easy process, and this is where my faith is stronger than ever. I believe that with God all things are possible; it does matter if it is a new mission, a hiccup in an original plan; God will see me succeed. The Bible states, “What do you mean, ‘If I can’?” Jesus asked. “Anything is possible if a person believes (New International Version, Mark 9:23). Other variables I utilize are my tenacity, ambitious ways, and my love for trying to be like Jesus by helping those in need even in the workplace.
Gilbert & Bower. (2002). Disruptive change: When trying harder is part of the problem.
New International Version Bible. (2018). NIV Online. Retrieved from:
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Change is hard, no matter how big or small it is. How we react to change as leaders can make or break how our employees feel. As managers, what we say or how we deliver the message of the change, is critical and important (Duck, 1993). When I first started in my line of work, I was not receptive to change. I was so stuck in the way that I was originally taught, I did not want to make the change. As I got older, I realized that change should be embraced. I realized there is a method to the madness, and that there is a reason for the change. We may not understand it at first, but it is being implemented to make processes and procedures smoother or to take the organization in another direction. When it comes to tools that I use, I try to read up on the change as much as possible. One of the things that I have learned is to ask questions about the change. If I am not understanding something, or if I just want to understand how I will be directly impacted. Asking questions is beneficial in making sure I am implementing the change as smoothly as possible. I also make sure to ask what my direct task will be. Will I need to train my employees on something or is the training department taking care of it? How can I help my employees be successful and not resist the change? Understanding the process is important so that I can be an effective leader and ensure the change is successful on my end. I also remain positive, even if I am not sure about the change myself. One thing I do with my staff when a change occurs is always present it in a positive light. I also model the behavior I expect. I explain to them how positive the change will be and how it will make things better for them.
Duck, J. D. (1993). Managing change: the art of balancing. https://hbr.org/1993/11/managing-change-the-art-of-balancing
In my personal history I am usually good with change if the purpose makes sense to me. This can be challenging as a NM because sometimes I need to present a change that I do not necessarily support. To overcome that I usually ask more questions regarding the purpose behind the change so that I can present a clear vision to my staff. I usually try to predict what types of questions the staff will have and try to have those answers prior to initiation. Also, during change to elicit concerns/questions/feedback from the staff. I believe in Transformational leadership and sometimes when I am feeling overwhelmed with change, I remind myself that it is my job to create and share compelling visions to my team (Carter et al., 2013). It is my job to guide and inspire them (Carter et al., 2013). I used to think that too much change at once was not good but in this course, I have read some articles that support the opposite.
In one article the results showed that when change is frequent staff are less likely to perceive change events as discrete (Carter et al., 2013). Also, that when change frequency was high there was a stronger link between quality and performance (Carter et al., 2013).
Carter, M.Z., Armenakis, A.A., Feild, H.S., & Mossholder, K.W. (2013). Transformational leadership, relationship quality, & employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), 942958. https://doi-org.lopes.idm.oclc.org/10.1002/job.1824
In my personal experience change has always caused some anxiety, and I tend to resist it. Even when I want a change it is a cause of great anxiety. That being said, I do not allow fear and anxiety to take hold. The way to work through the urge to resist change is by developing a plan to navigate the change. Reflecting on why the change is needed and the benefits of the change makes it easier to overcome any apprehension. Knowing and utilizing available resources can make the change successful. Once I have a goal and plan in place I am motivated by accomplishing small steps throughout the process. Another tool I use is tracking the progress. Looking at where the journey began and seeing goals being accomplished encourages me to push forward. It is also important to not allow any set backs to derail the process. There may be occasions where goals are not met, or a new process does not have the intended results. The ability to assess and make changes is important.
Thank you for sharing your post with us. Change can cause anxiety. For me, I think it is because of the unknown. You do not know if the change is really going to work until you are fully experiencing it. What if something goes wrong? What if this has a negative impact on the organization? There are so many what-ifs, and that can be a red flag for anyone. Over the years I have learned to just trust my upper management. We do not always understand the reasoning but asking those hard questions or clarifying questions is important. This is something that I have learned to do, and it has worked for me. One organization I worked for was implementing call handling expectations and what was required. I was not understanding why they were changing it because I had heard the way they wanted it done, and to me, it did not feel like a positive change. I brought the concern to my manager, and we talked about it. I think it is important to have that trust in a manager to be able to talk about it. As a manager now, that is one thing I do for my employees. I let them express their concerns or vent to me, and then I come in and explain the reasons and why it will be a positive change. What steps should managers take to ensure a smooth transition for their employees? Have you found yourself adjusting how you respond to change as you have grown professionally? What have you learned from doing things differently in response to change?
Change is an inevitable part of life. It can be positive change the challenges an individual or an organization towards a positive outcome. The unfavorable change also pushes an organization or individual towards finding a beneficial solution as a leader; change can be difficult and take time to adjust. It is straightforward to continue old practices with faster outcomes than changing techniques that will provide beneficial outcomes. Leaders attempting to effect change must recognize the importance of establishing a foundation of trust among coworkers. The change will fail if there is no confidence in the organization (Mangan, 2017). Trust opens the door to communication and the capacity to achieve collective goals. Building trust allows leaders and followers to collaborate toward a similar goal. Building trust in an organization requires competence. Great leaders can overcome adversity and inspire people to work together toward a common goal.
A culture of continuous improvement (CIC) is only one of many techniques that may be used to improve an organization’s culture. CIC refers to a standard set of values inside an organization that supports the notion that what is excellent now may not be good enough tomorrow (Do, 2017). In more expansive words, it is a transformation in how employees think about their job, an attitude that drives individuals to strive for modest improvements every day. Team members gain authority due to cultural change, and while a continuous improvement culture is guided from the top-down, it is executed from the bottom-up.
Do, D. (2017). 11 Steps to Building a Continuous Improvement Culture. The Lean Way. https://theleanway.net/11-Steps-to-Building-a-Continuous-Improvement-Culture
Mangan, M. (2017). Navigate Change Through a Common Purpose. Change: A Leader’s Perspective, 47.
Encountering change is unavoidable and throughout life there will be many times that this happens. There have been situations where I accepted change easily and other times where I struggled. What I have learned from encountering change is that it is a process and a learning experience as the goal is to make something better. I have grown from many changes made throughout my life personal and career changes. It has made me understand that there are multiple perspectives and we cannot limit ourselves from opportunities that could enhance us personally or collectively as an organization or team. When change is happening I work on connecting, understanding and focusing on the change. “One way to make sure that the employees understand how they will personally benefit is to let them design the change themselves.” (Andrade, 2013) In these steps I am able to engage and feel empowered in initiating the change. Celebrating the small victories also helps me stay committed to the change as it shows that growth and progress is happening. All of this comes from communication and commitment which will allow everyone to work towards the same goal and find ways to be successful.
Andre, J. M. (2013). Plan do stabili how to lead chan. Management Services, 57(1), 42-47. Retrieved from https://lopes.idm.oclc.org/login?url=https://www.proquest.com/trade-journals/plan-do-stabili-how-lead-chan/docview/1348695756/se-2?accountid=7374
Change affects everyone differently. For some people change is easily acceptable and for others it leads to fear and anxiety of the acceptance. Our current COVID-19 pandemic has made our reactions to change different then they may have been prior to the pandemic due to the fast, nonstop challenges that make the acceptance of change more challenging to accept. According to Blanchard (2020) people’s reactions to change can consist of feeling awkward, ill at ease, and self-conscious; focuses on what will need to be give up, feeling of alone, concerned about handling the readiness of the change, having enough resources, and reverting back to their old behaviors. There are a variety of emotional feelings that can react when change is being implemented.
I personally find change challenging, leading to an increased level of stress, fear, and anxiety, and takes time to accept the change initiatives and implementations. The worst thing that can happen is when change is rushed and implemented to quickly (Andre, 2013). It is easy to worry about how others will accept the change and how the actual change will affect my role within the workplace. When reflecting upon change for myself the tools I use to help navigate the acceptance of change is through self-reflection of how I feel the change will affect my current role and options that may help navigate through the initial change, along with praying about the change. I personally feel using tool such as trainings, adequate communication, and discussions can help reduce the resistance of change and make it more appealing and accepting. Whenever I am placed in these situations with upcoming changes occurring, I think about my faith and pray. The power of prayer helps relieve some of the stress, fear, anxiety of the unknown change being implemented.
Andre, J. M. (2013). Plan do stabili how to lead chan. Management Services, 57(1), 42-47. https://www.proquest.com/trade-journals/plan-do-stabili-how-lead-chan/docview/1348695756/se-2?accountid=7374 Blanchard, K. (2020). 7 common reactions to change and how to respond to them. LinkedIn. https://www.linkedin.com/pulse/7-common-reactions-change-how-respond-them-ken-blanchard/
In the past my reaction to change was not great. I had the same reaction as most nurses would! I once had someone tell me well that is evidence-based practice and I stated well this is the way we do things here! Since I have started back to school, I know understand this term and what it means for health care and patients! Communication is one tool that I use to help with change initiatives and plan on continuing to use in the future. In all of our readings throughout this class it is found to be the most effective tool we can use to help with change. A change model I plan to use in the future though is the John Hopkins Evidence-based practice Model. This model is easy to use, but has a powerful problem-solving approach (Vera, 2021). The most recent model can be used to help with interprofessional collaboration (Vera, 2021), and I feel would be a valuable assist to use with any change initiative.
Vera, D. (2021, July 28). 2022 EBP models and Tools. 2022 EBP Models and Tools. Retrieved November 29, 2021, from https://www.hopkinsmedicine.org/evidence-based-practice/ijhn_2017_ebp.html.