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Post a cohesive response based on your analysis of the Learning Resources and your professional experience. Be sure to discuss the following:
- Examine who in your organization or community you empower. Analyze how a manager or leader might engage “disempowered” stakeholders.
- Recall your participation in a major change. Analyze how you or your colleagues were empowered.
- Based on your experiences, examine the most significant barrier that prevents employees from accepting or participating in change. Outline how you, as a manager or leader, can mitigate the challenges such barriers impose.
- Outline the steps you will emphasize to empower stakeholders when important, much-needed change is unwelcomed.
this is for the replies
By Day 5
Respond to at least two of your peers’ postings in one or more of the following ways:
- Consider specific training resources you might recommend to your peers to help them empower others to change.
- Provide additional ideas and resources your peers can use to help “disempowered” stakeholders and mitigate barriers.
- What have you learned within your own experience that might help your peers when working to empower others? Are there any negative experiences that your peers can learn from and avoid?
below you will find the replies- remember to respond using Day 5 questions (the same format at the initial discussion you sent)Astrid Cleare RE: Discussion – Week 5COLLAPSEDiscussion: Empowering ChangeAccess Accelerator, SBDC Bahamas is an organization that empowers their clients to improve their small businesses. The issue that small businesses face in the local economy is the lack of access to capital. This capital is needed to grow, expand and/or improve their small businesses. A leader in the organization can “disempowered” stakeholders when they feel that they are not going to be able to access capital through the various programs. In chapter seven of Kotter’s text, he describes various versions of what empowering could look like and how empowering your team to be able to effect change.In my career experience, the major change I have participated in is implementing a project. The majority of projects are implementing a change that may have been suggested as a change that the company, organization, or team needs. The majority of the experiences have skipped several of the steps that Kotter suggests – definitely they skipped step one – creating a sense of urgency. I would say that my colleagues were not empowered.Based on some of these experiences, the most significant barrier that prevents employees from accepting or participating in change is being able to see how the new vision and the change relate directly to what that team member is doing for the team. Leaders can mitigate the challenges such barriers impose by crating the sense of urgency and then meeting with individuals after meeting with the teams. The steps that will empower stakeholders when important, much-needed change is unwelcomed include:Communication – have a vision that relates to each of the team members.Structure – being able to streamline the team to be able to affect the change that is the focus.Training – workshops, seminars, and trainings to share the information for the change. Sharing the information needed can also motivate persons.Leadership in the Management team – have the management team empowered so that they can become a part of the team to move the change needed, instead of being against the change.Resources:Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business Review Press. Chapter 7, “Empowering Employees for Broad-Based Action”.REPLY QUOTE EMAIL AUTHOR7 hours agoROCHELLE TARKINGTON RE: Discussion – Week 5COLLAPSE I would empower a broad base of people to act and implement the change vision as a starting the process and remove all barriers such as structures, skills, systems, and supervisors. To engage stakeholders, I would be sitting down with them to figure out what their vision is, Second, you need to get them involved in identifying the causes. You said that the problems with the processes have already been identified. By whom? Were the other stakeholders involved? Do they agree with those problems, or are they being told these are the problems?The best bet to get them engaged is to start over – bring them all together and say, “here’s how our dept is perceived. Now, let’s talk about why that might be and what we can do together as a group to change that.” When my organization presented the employees with change, they asked for feedback and included the employees in the discussion, we were told what to expect from the change. We were also told how the change would happen in steps and what the processes are. During my organization change, our barriers, we had nonengaged managers and supervisors, another part of that is removing the structures of the organization that are limiting people from communicating and learning from each other and bringing about the new change. Quite often, our compensation systems and our performance appraisal systems are set up so that people are afraid to fail because that will cost them money or a promotion. We must remove those structures that are keeping people just focused on making sure that they can do their job today but give them the ability to be free to try new things and look to new areas where they can learn new parts of the organization.The way I would emphasize and empower stakeholders when important, much-needed change is unwelcomed by Developing a detailed communication plan in the early stages. Ensure communications via a variety of channels and methods to engage the widest group of stakeholders. Create a comfortable environment for the change initiative. Do this by communicating prior to the official launch of the project. Provide details – the who, what, when how, and why of the change initiative – to ensure understanding of the project. Regularly engage various stakeholders throughout the project life cycle. Check-in with them. Ask for their input. Have them share their challenges that may be addressed by the project, and otherwise ensure that the project will enable them to perform their roles more effectively. Utilize a stakeholder support committee. This is a great way to engage a broader stakeholder group (especially for larger, more complex projects) as well as to enable the project manager to keep a closer connection to the organization. Determine champions and resisters to the change project. This is more easily done when you have regular communications with stakeholders through a variety of forums – focus groups, surveys, department meetings, and one-on-one. When you find resisters – dig deeper https://pm.stackexchange.com/questions/6659/how-do-you-get-stakeholders-who-dont-care-engagedhttp://www.mnestudies.com/human-resource/how-bring-change-organizationhttps://cdn-media.waldenu.edu/2dett4d/managed/WAL/MGMT/6140A/05/WAL_MGMT6140A_05_A_EN.pdfhttps://www.ginaabudi.com/five-simple-steps-to-engage-stakeholders-in-change-initiatives