organizational team development analysis scoring guidecriteriadistinguishedexplain change management B u s i n e s s F i n a n c e

Overview

Write 10–15 pages in which you consolidate your experiences in facilitating team-learning sessions into a final analysis. Incorporate your learning on change management; facilitating change; the dynamics of change; the importance of stakeholder participation; and the use of language, trust building, and fear containment in team development.

Context

The Resources in this assessment reference traditional organizational development theory, the elements of large-scale change, some applicable change models, and the related systemic thinking. A powerful force for movement is the idea that a community needs to become dissatisfied with its current state, visualize a preferred future, and initiate first steps to overcome the resistance to change.

Questions to Consider

To deepen your understanding, you are encouraged to consider the questions below and discuss them with a fellow learner, a work associate, an interested friend, or a member of the business community.

• Think about a difficult change process that you have experienced: a downsizing, an acquisition, an introduction of new technology, the replacement and introduction of a new leader, being put in a new group, the creation of a new enterprise, and so on. Or think of a personal change, such as a change in a relationship or a new job. Consider how the DVFR factors (dissatisfaction, vision, first steps, and resistance) helped create change. What factors that made the change more difficult may have been involved? What would have been needed to overcome the missing elements?
• At the completion of this assessment, consider what you have learned about change management and about yourself as a team facilitator.

Resources

Suggested Resources

The following optional resources are provided to support you in completing the assessment or to provide a helpful context. For additional resources, refer to the Research Resources and Supplemental Resources in the left navigation menu of your courseroom.

Capella Multimedia

Click the link provided below to view the following multimedia piece:

• Planning Change | Transcript.

Library Resources

The following e-books and articles from the University Library are linked directly in this course.

• Kalamas, D., & Kalamas, J. B. (2004). Developing employee capital: Setting the stage for lifelong learning. Amherst, MA: HRD Press.
  • Chapter 9, “Organization Development.”
• Wirtenberg, J., Russell, W. G., & Lipsky, D. B. (2008). The sustainable enterprise fieldbook: When it all comes together. Saranac Lake, NY: AMACOM Books.
  • Part 3, “Embracing and Managing Change Sustainably.”
  • Chapter 2, “Mental Models for Sustainability.”
• Easterby-Smith, M., & Lyles, M. (2011). Handbook of organizational learning and knowledge management (2nd ed.). Hoboken, NJ: Wiley.
  • Part 2, “Organizational Learning and Learning Organizations.”
• Flood, R. L. (1999). Rethinking the fifth discipline: Learning within the unknowable. Florence, KY: Routledge.
  • Chapter 2, “Senge’s The Fifth Discipline.”
• Braham, B. J., Henry, C., & Mapson, R. (1995). Creating a learning organization: Promoting excellence through education. Menlo Park, CA: Cengage.
  • Part 1, “Why Become a Learning Organization?”
  • Part 3, “The Organization’s Responsibility for Learning.”
  • Part 4, “The Individual’s Responsibility for Learning.”

Internet Resources

Access the following resources by clicking the links provided. Please note that URLs change frequently. Permissions for the following links have been either granted or deemed appropriate for educational use at the time of course publication.

• Organization Development Network. (2011). Retrieved from Minnesota Organization Development Network (MNODN). (2011). Retrieved from Society for Organizational Learning. (n.d.). Retrieved from Dialogue on leadership. Retrieved from