When you are aware that you are transformed, you are not.On a napkin she entices life into rhythmic forms and swarms of conceptualized feeling.
The ceiling, of which she has yet to find, intertwined within the fibers of dead trees bleed emotion.
Oceans of each would not even capture a blink of the most high so with the passion of many she fruitlessly tries to reflect but a piece of what will never cease not even within the immensity of time.
She sits at the bar contemplating coffee creations and whatever else happens to come to mind.
She primes the mind on instrumental renditions of hip hop greats and so she strives to capture infinity in just one take.
For the sake of art and for art's sake, she captures the moment with a taste of sweet words.
Because I feel what is what.
And I do what is and what.
Could I see that reality is only what I perceive it to be?
In the pitter of pattered beats I run towards ecstasy towards dreams towards me.
"Resistance is Futile" In overcoming resistance to change the first strategy perhaps is to adjust one's perception of the phenomenon of resistance (Piderit, 2000). Currently resistance is viewed as something that must be overcome in many academic texts. This perception tends to take a pro-management slant, offering little balance to the investigation of this phenomenon. Addressing resistance in a manner reflective of balance can lead to more inclusive and accurate perceptions of the situation. This balance is crucial to finding an appropriate response to resistance, as the mental models or perceptions we hold, influence the quality of the decisions we make (Senge, 1992).
A second strategy in which resistance can be addressed is to create a sense of urgency within the organization. If a sense of urgency is created within the institution, the drive to find an appropriate response is enhanced. Participants in the process would welcome an agreed-upon decision.
A third strategy in addressing resistance is to create a guiding coalition comprised of employees from varied backgrounds. This practice creates a sense of shared responsibility, destiny and vested interest across the entirety of the organization. The cohesion fosters the strong foundations of collective action.
References:
Piderit, S. K. (2000, October). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25(4), 783.
Senge, P. M. (1992, March/April). Mental models. Planning Review, 20(2), 4-11.
Implications
The opportunity to reflect over the past few weeks has allowed me to evaluate the phenomena of culture. The comprising elements of artifacts, values and assumptions allow a person to understand this ephemeral concept in much greater depth. Managing the process of change would appear to be in large part a process of managing culture. The aforementioned components of culture should be points of focus when creating a shift within an organization. I have found knowledge of these concepts to be useful as it would allow a leader to influence cultural shifts within institutions. Often times one might espouse the fact that a cultural shift is desired, but the strategic steps to get there are not apparent. Without knowledge of cultural transformation one's efforts might even work against one's overall desired ends.
Conclusions
As a leader within institution of higher learning this knowledge will allow me to pay more attention to cultural considerations. By understanding the specific components of culture and having a framework through which to view this phenomenon; I will be able to more effectively navigate institutional change processes.
Implication
The components of change I have learned to view in a much deeper manner. The monolithic impression I once held of change is giving way to a nuanced impression of the concept. Three types of change are now a part of my conceptual vocabulary; developmental, transitional and change (Anderson, & Anderson, 2001). The value which I have found in these concepts resides in the manner in which I can approach my work. Understanding the demands each change type would require of its participants will provide me with a detailed blueprint on how to support them in an effective manner. Another point that I've come to realize through the first two weeks of this class is that as a leader it's not only important to understand external drivers of change but it is equally important to understand the internal aspects of change to effectively navigate an organization through times of transition a leader must have an accurate measure of all elements involved both objective and subjective.
An important skill set for a leader navigating an institution through times of change is the ability to understand how culture must be responsive to the process of change on a deeper level it is important for a leader to understand what unique characteristics or type of culture must be present in order for a given external challenge to be addressed in an effective manner. For example if an organization is going through a change that requires an entirely different perspective to be maintained within the institution a leader in such an environment would need to understand what cultural elements are conducive for such a transition to be maintained. A leader in such a scenario might decide that a shift is needed within the organization to effectively cultivate a new perspective.
Conclusion
The important lesson I learned from the previous two weeks is that change is holistic; an effective leader understands the complexity of change. The readings over the past few weeks have challenged me to understand the nuances of the change phenomena. As a leader I have also been challenged to not settle for simplistic models and perspectives in relation to effectively addressing change. My evolution will encompass a balanced outlook and approach to addressing shifting contingency.
Reference:
Anderson, D., & Anderson, A. L. (2001). Beyond change management. San Francisco: Jossey-
Bass/Pfeiffer
Over the past few weeks I have had the opportunity to reflect upon change and its various dimensions. Something I have realized is that change is not a monolithic occurrence comprised of uniform components. There are many nuances and paradigms existent within the concept. Cultivating a deeper understanding of this reality would allow leaders in any filed to operate with a greater level of prudence. Decisions are based upon an evaluation of what one perceives to be a given reality. Inaccurate evaluations of reality lead to ineffective strategies. The quality of one's actions as a leader would appear to be dependent upon the quality of his or her perception. On an organizational level, change is something which must be dealt with on a consistent basis. Leaders gaining a deeper insight into change from a conceptual standpoint would help their organizations navigate the tumultuous waters of contingency.
Have you ever had to collaborate on a project and needed feedback from your team? You prepared the needed documents sent them out ...
