LDR 615 Topic 8 DQ 1 DQ Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees Unread

LDR 615 Topic 8 DQ 1 DQ Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees Unread

Hi class,

In order to make successful change within any organization there are many different key factors to think about. For the digital marketing field, change happens a lot and happens quickly. The systems that are necessary in order to facilitate continuous change include making the entire leadership team is a role model for the change, looking at how the change can/will impact the employees, and making sure the change is fully submerged within the entire company and not just one portion. This last point is important, as a leadership team you don’t want to put the change all on one singular person or department because that is where the burnout and quality of work will decrease. These three factors will include everyone but also make the leadership team be a group that other employees can look up to and model in order for continuous change to happen.

Harshak, A., Aguirre, D., & Brown, A. (2010, December 10). Making Change Happen, and Making It Stick. Retrieved from: https://www.strategy-business.com/article/00057

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For this discussion I want to use the industry Im most familiar with, law enforcement. In Police1, a popular police based publication, the utilize this method to change as a means to preform effective change with little negative issues, like burnout or toxic attitude.

1. Identify Changes Needed and Create Urgency for the Change

What internal and external factors might impact the success of transformational change at your organization? Keeping these factors in mind, generate a list with your team of the most pressing changes needed, then conduct a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) to help determine what your strategic plan should address. Then narrow down your list of goals depending on how complex you want the change effort to be.

1. DETERMINE THE FUTURE DESIRED STATE

Conversations for the future desired state naturally occur in the first step. However, your projected outcomes become more targeted as you discuss and plan specific strategies.

This is where the importance of mapping out your plan comes into play, such as determining who is in charge of what strategies, creating deadlines for completion of the work involved, reviewing how and when your plan will be implemented, and details of the revaluation process.

1. GENERATE BUY-IN AND COMMITMENT

Reflecting upon the TCP at the Marina Police Department, I found this step to be the most crucial. The project leadership team

DQ Describe the essential systems necessary to facilitate continuous change without compromising quality or causing burnout among employees

stepped up and raised their standards of excellence as they actively embraced personal and professional improvements together.

As such, peer accountability, trust, teamwork, open communication and active listening quickly became the tenets of a revitalized leadership team, and the entire organization began to benefit from this early shift in culture months before the TCP officially launched.

1. Action and implementation

This step involves completing predetermined tasks for each of the goals created to ensure the strategies are completed and in place by the official start date and then implementing the changes.

1. Evaluate, reconstruct and begin the next phase of transformational change

The positive results of the TCP as indicated by the members of the police department through various forms of revaluation data, such as interviews and surveys, were very encouraging.

The main department-wide survey was an anonymous, internal electronic survey that was sent to all sworn and non-sworn personnel before the start of this project. As a result of this first survey, the data gathered revealed that employee satisfaction was rated at only 29% positive within the department. Ten months later, the same survey was sent out again and employee satisfaction had been elevated to a 63% positive rating! (Widener, 2020)

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