Discussion 10A: Discuss the practical steps for using Lewin’s Process Model

 For Unfreeze, Change, Refreeze, identify the steps and actions you would take under each stage.

Unfreeze

Prepares the organisation to accept the change, which involves breaking down the existing status quo before you can build up a new way of operating. Usually, the most difficult and stressful part of change. The unfreeze stage involves a spark and the idea to change the current condition. It may come from a single individual, but it must be properly disseminated to the group. (Edwards, K., Prætorius, T., & Nielsen, A. P., 2020).

·       Creates a sense of urgency: Communicate the need for change and the reasons behind it to generate awareness and a sense of urgency among stakeholders

·       Building a guiding coalition: assemble a team of influential individuals who can support and lead the change effort

·       Communicate the vision: clearly articulate the existing procedures, systems, and culture to identify areas that need improvement

·       Address resistance: Anticipate and address potential resistance by involving key stakeholders, addressing concerns, and creating a supporting environment

Change

The change stage is where people initiate to determine their ambiguity and look for new ways to do things. This process does not work overnight; people take time to accept the new norms and participate actively in the change. To do this, people need to adapt to how it will be beneficial to them. Not everyone will be on board, time and communication are the keys for these changes to happen and they need to feel connected to the organisation for these transition periods.

It is important that you communicate clearly and often throughout the planning and implementation of the changes. Also, make sure that you stay ahead of and dispel any rumours.

The purpose of the change process is to discard old behaviour, adapt new behaviour, and move the organisation forward. (Edwards, K., Prætorius, T., & Nielsen, A. P., 2020).

·       Develop a detailed change plan: outline the specific steps, resources, and timelines required to implement the changes effectively

·       Provide resources and support: ensure that the necessary tools, training, and support systems are available to enable employees to adapt to the changes

·       Empower employees: encourage employees to participate in the change process, solicit their input, and involve them in decision-making whenever possible

·       Implement the changes: roll out the planned changes while closely monitoring progress and addressing any issues that arise

·       Communicate progress: regularly update stakeholders on the progress of the change effort, celebrate successes, and address any concerns or setbacks

 Refreeze

When the changes are taking shape and the employees have embraced the change, the administration is ready to refreeze. The outward signs of the refreeze are a steady organisation chart, consistent job descriptions, and so on.

Refreeze involves the planned selection of a better alternative to the current state. Refreeze is the shared decision to apply a result that must be done in a meeting such as in the workshops where most of the employees are present. (Edwards, K., Prætorius, T., & Nielsen, A. P., 2020).

The refreeze stage also needs to help people and the organisation to internalize or institutionalise the changes. Employees feel secure and relaxed with the new ways of working. Even though change is constant in many organisations, this refreezing stage is still important. Without it, the workforce gets caught in a shift trap where they aren’t sure how things should be done, so nothing ever gets done to full function.  

·       Reinforce new behaviours: Embed the desired changes into the organisation’s culture, systems, and processes by rewarding and recognizing employees who embrace and demonstrate the new behaviours

·       Provide ongoing support: Offer continued training, coaching, and resources to help employees consolidate their understanding and skills related to the changes

·       Evaluate and adjust: Assess the effectiveness of the changes and make any necessary adjustments based on feedback and results

·       Institutionalise the changes: integrate the new processes, systems, and behaviours into the organisation’s policies, procedures, and performance management systems

·       Celebrate success: Recognize and celebrate milestones and achievements to reinforce the positive impact of the changes and maintain momentum

Reference

Lewin's Change Management Model - Understanding the Three Stages of Change (mindtools.com)

Edwards, K., Prætorius, T., & Nielsen, A. P. (2020). A Model of Cascading Change: Orchestrating Planned and Emergent Change to Ensure Employee Participation. Journal of Change Management, 20(4), 342–368. https://doi.org/10.1080/14697017.2020.1755341

 

Discussion 9A: Mapping the elements of the Cultural Web for Zappos

Based on all the videos you have watched regarding Zappos,

1.     Identify and build up the web elements of the Cultural Web

2.     What is the key to success at Zappos

Stories. Represents the narratives and anecdotes shared within the organisation. These stories reflect the values, benefits, and significant events that have shaped the organisation’s history and culture. Stories contribute to the creation of organisational identity and provide an example of desired behaviours. (Zappos.com, 2008)

Symbols. The visual representations hold meaning within the organisation. This can include a logo, office layout, dress code, office artefacts, and other tangible elements that convey and reinforce the organisation’s values and beliefs. (Zappos.com, 2008)

Power Structures. Refers to the formal and informal distribution of authority. Decision-making processes, and hierarchical relationships within the organisation. It involves understanding who holds power, how decisions are made, and how authority is exercised. Power structures influence the organisation’s culture and shape the behaviour of its members. (Zappos.com, 2008)

Organisational structure. Represents the formal framework and arrangement of roles, responsibilities, and reporting relationships within the organisation. The structure determines how tasks and responsibilities are divided, and it influences communication, collaboration, and decision-making process. Most organisations have an approved hierarchical line to establish company protocols and chain of command. (Zappos.com, 2008)

Control System. Refers to the mechanisms and processes in place to monitor and evaluate employee performance and ensure adherence to organisational norms and values. This includes performance management systems, policies, procedures, and reward systems. Control systems play a role in shaping and reinforcing the desired behaviours and values within the organisation. (Zappos.com, 2008)

Rituals and Routines. Regular and repetitive actions, ceremonies, and behaviours that occur within the organisation. These can include team meetings, annual events, performance reviews, and other established norms, create a sense of belonging, and reinforce desired behaviours. (Zappos.com, 2008)

Key to Success at Zappos. By adopting Holacracy in the workplace, Zappos have had empowered their employees with a purpose and accountabilities. Holacracy, a self-managing design for organisations, which removes typical hierarchies where everyone is equally accountable. (Ackermann, M., Schell, S. and Kopp, S., 2021)

Zappos workers can tailor their professions based on their preferences. They earn badges based on their jobs and expertise. Compensation is corresponding with badges they earn, thus providing an opportunity to explore new angles, pursue their passion, and increase their profits. Zappos is augmenting a collaborative mindset and making the system more appealing by introducing a co-worker reward policy, enabling employees to spread satisfaction by rewarding co-workers for their vital contributions and diligent adherence to cultural values. (Kumar S, V., & Mukherjee, S., 2018).

Structure alone is not enough for producing the desired change. Implementation of a new culture will remain. Clear core values will enable firms to propel themselves with sustainable growth and retention of valuable workforce. (Kumar S, V., & Mukherjee, S., 2018).

Reference

Zappos.com. (2008, August). Zappos Company Culture – The Zappos Family on Nightline. [Video}. https://www.youtube.com/watch?v=tFyW5s_7ZWc

Kumar S, V., & Mukherjee, S. (2018). Holacracy – the future of organizing? The case of Zappos. Human Resource Management International Digest, 26(7), 12–15. https://doi.org/10.1108/HRMID-08-2018-0161

Ackermann, M., Schell, S. and Kopp, S. (2021), “How Mercedes-Benz addresses digital transformation using Holacracy”, Journal of Organizational Change Management, available at: https://doi.org/10.1108

 

Discussion 8A: Watch and Discuss Video: Core Leadership Theories (3:22)

Together with your understanding of the various theories learned from Chapter 10 of the prescribed textbook and session: Discuss which leadership theory do you like and consider is most appropriate to today’s workplaces? Why? 

Transformational leadership: It stimulates curiosity that challenges the status quo as well as enhances innovation in the workplace. (Jiang, Y., & Chen, C. C., 2018).

Leaders who adopt a transformational leadership approach can create a compelling vision, communicate effectively, and inspire their team members to exceed their own self-interests for the greater good of the organisation. They are visionaries who articulate a clear and inspiring vision for the future. Inspires and motivate their followers by setting high expectations and demonstrating enthusiasm and optimism. Encourages creativity, innovation, and critical thinking. Promotes intellectual curiosity, and foster an environment where individuals feel comfortable questioning assumptions and exploring new ideas. They provide support, mentorship, and personalized attention to help individuals develop their skills and reach their full potential.

In a society of today, we need more transformational leaders to lead the way. After COVID 19 pandemic, the world need inspiration, a core culture to boost workplace learnings. In an era where ethical concerns and corporate social responsibility are increasingly important, transformational leadership can contribute to building trust and maintaining a positive organisational culture. Transformational leaders inspire the uninspired.

With a diverse cultural work force, especially here in Australia, I believe transformational leadership is the key and the most appropriate leadership in today’s workplace. With today’s competitive and fast changing environment, internal team knowledge sharing leads to innovation. (Jiang, Y., & Chen, C. C., 2018).

In today’s rapidly changing business environment, organisations need leaders who can adapt to new challenges and inspire their team to do the same. Transformational leaders excel at managing change, embracing innovation, and navigating uncertainty.

The economy we have now are more knowledge-based economy, innovation and creativity are critical for organisation to stay competitive. Transformational leaders encourage their team members to think outside the box, challenge the assumptions, and explore new ideas. By creating an environment that supports and rewards innovation, transformational leaders can unleash the creative potential of their teams.

In an era where ethical concerns and corporate social responsibility are increasingly important, transformational leaders can set the tone for ethical behaviour and decision-making. They lead by example, promote transparency, and prioritize values-driven actions. These fosters trust and integrity within the organisation, enhancing its reputation and sustainability.

Reference

Jiang, Y., & Chen, C. C. (2018). Integrating Knowledge Activities for Team Innovation: Effects of Transformational Leadership. Journal of Management, 44(5), 1819–1847. https://doi.org/10.1177/0149206316628641