Respond To (2) Colleagues W2D2 Wald Respond to two (2) Colleagues W2D2  “see attachment for detail instructions and additional resources”:  * 3 – 4 paragr

Respond To (2) Colleagues W2D2 Wald Respond to two (2) Colleagues W2D2  “see attachment for detail instructions and additional resources”: 

* 3 – 4 paragraphs per colleagues 

* No plagiarism

* APA citing  

** 48 hours ** Discussion 2: Developing a Change Plan – Forming a Guiding Coalition
As a sense of urgency for change is developed within an organization, there needs to be a structure in place to manage the change. In the Kotter model, this need is filled by the establishment of a change management team composed of a variety of individuals with different competencies and roles. The composition of the key players in the change process is important, and while those with solid management skills may be needed, leadership skills are vital. These key players must align together in a coalition based on trust and common goals. A successful coalition is not necessarily composed of top management, but a blend of people within an organization—a selection based on position, skills, integrity, and leadership qualities that will garner the necessary commitment of the entire organization. Key players in the change process can exist at all levels of an organization.

To prepare for this Discussion:

· Review this week’s Learning Resources, especially:

1. Step 1: Establishing a sense of urgency – see attachment
2. Step 2: Creating a guiding coalition – see attachment

3. Leading change management Retrieved from:
10 principles of leading change management (strategy-business.com)

Respond to at least two (2) of your peers’ postings
in one or more of the following ways:

· In developing a guiding coalition for change, how can your peers ensure that they have identified the crucial individuals to include? What criteria would you recommend they use to select individuals for their guiding coalition? Explain why those criteria are important.
· Evaluate the type of individuals your peers have included in their guiding coalition. Are there additional types of individuals they should consider adding? If so, why? If not, what makes their coalition complete?
· Analyze the list of challenges your peer discusses. Have they overlooked any key challenges? What do you believe will be their biggest challenge? Do you have any advice for them based on your own personal experience with managing change?
· 3 – 4 paragraphs

· No plagiarism
· APA citing
· See Colleagues response on next pages

1st Colleagues – Kristen Springer

Kristen Springer – Discussion 2 – Week 2

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            When creating a coalition to guide change, I would look first to the specific role of the individuals.  By taking time to consider power, experience, credibility, and leadership will set the project off to a good start (Kotter, 2012, p.59).  If the appropriate level of power is not selected the progress will be delayed due to getting the appropriate approvals.  Advanced job skills are needed so that the current workflow can be reviewed accurately. We would not want an inexperienced worker who may not represent the workflow accurately.  We would not want “egos” and “snakes” to inhibit cooperation but instead credible individuals (Kotter, 2021, p. 61). Last, we want members of the team whom everyone would want to follow.           
            Recruiting passionate workers from each type of position would be the top priority.  For example, in my Emergency Department (E.D.), I would start with finding a nurse, a tech, a secretary, and a physician.  Additional types of individuals such as an educator and manager from the E.D. as well as from the Information Technology department (I.T.) would be critical to the coalition.  “A strong guiding coalition is always needed –one with the right composition, level of trust and shared objective” (Kotter, 2012, p. 54). Not only would my criteria look at skill in their role, but also the energy and passion that is expressed.   Energy and passion are preferred over complacency so that the meetings would be productive when developing a plan. With these types of members, we can work toward trust among the team. “Trust is often missing in senior management teams, although top managers are loath to admit this in public” (Kotter, 2002, p.50).  These strong team members can then serve to build a bridge of trust between the E.D. and I.T. Departments.
            A challenge that would be faced are preconceived biases between the E.D. and the I.T. departments.  Each has egos and thinks that their work is the most important.  The biggest challenge would be resentment from past projects.  “Negativity can quickly become pervasive and contagious, stifling performance” (Kouzes & Posner,2017, p.179).  Initially, we will need to break down that barrier.  In general, I have found that people don’t remember exactly what you said to them, but they do remember how you made them feel.  Also, from my personal experience, the education of new processes is always lacking in my facility. No one ever remembers anything!  If employees don’t utilize a new skill right away, they forget and resort to old habits or just make up something.  They may even stop using new technology.  My best advice to manage new change in my workplace is continued education.  This does not just mean emails that no one reads.  The educators need to be passionate and hands-on for at least six months after a new implementation or much progress is lost.  Longer and continued education is ideal.
 

Reference
Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business Review Press.

Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Review Press.

Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. Hoboken, NJ:Wiley & Sons.
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2nd Colleagues – Natasha Mills

Natasha Mills – Discussion 2 – Week 2Top of Form

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Effecting change has and continues to be a challenging process for many organizations. Many organizations record complacency in the face of change, mainly attributed to leaders’ lack of a sense of urgency even after the realization that change is necessary. Therefore, scholars have established that creating a sense of urgency is one way to implement change successfully. Another identified method is the building of a coalition that can make the proposed change happen. This refers to the bringing of key players that will help create and sell the vision of the transition to the rest of the organization (Laureate Education Producer, 2012c).

If tasked with establishing a network for change, I would draw people from all the departments and divisions that exist within the organization (Kotter, 2012). To find the right people from all these departments, I would write a memo to the departments to select an individual they trust can represent their interests during the change process. The change network will also include managers or people at the executive level of the organization for more effectiveness in managing the change. After that, I will gauge the selected individuals to determine their stand regarding the change and whether or not moving forward with them in the change process will help achieve the change.

In other words, my focus would be to put together an effective guiding coalition by finding a suitable membership for the network of change. I will achieve this by ensuring that those selected for the change network check all the boxes in terms of the critical characteristics considered crucial for effective guiding coalitions. The features include the position of power, leadership, credibility, and expertise (Kotter, 2012). The inclusion of managers in the change network will ensure that there are people in positions of power to avoid being blocked by those left out.

Those selected by the different departments and divisions will check the box of credibility as their pronouncements on the change process are bound to be taken with seriousness (Kotter, 2012). At the same time, those appointed by the various departments will help in ensuring the network of change has leadership. Lastly, gauging where they stand regarding the change process will help determine their expertise and suitability to be within the guiding coalition as social brokers who will implement change at the informal structure of the organization (Laureate Education Producer, 2012c).

The identified individuals for the network of change will be representative of all areas within the organization. Consequently, they will be representative of both managers and leaders, whose involvement is considered critical for the effectiveness of the process of change. “A guiding coalition made up only of managers—even superb managers who are wonderful people—will cause major change efforts to fail” (Kotter, 2012, p. 62). Simply, the inclusion of both managers and leaders in the change network will ensure that it consists of people who will keep the plans and strategies of the change in control, people who can be trusted, and people who share a common goal about the change. As a result, the network of change will be capable of making the needed change occur despite the possible resistance that it may experience along the way (Kotter, 2012).

The potential challenges that one may encounter when enlisting individuals from diverse areas within the organization are those who create mistrust that kills teamwork and those with egos that fill the room (Kotter, 2012). However, this challenge will be addressed by gauging the selected individuals before making them members of the change network. On the other hand, failing to include individuals from all areas of the organization would have dire consequences on the change process, such as delaying the implementation of the change. Further, it may also hinder creating a sense of urgency across the organization, which may make the exercise of managing change feel like pushing a gigantic boulder up a mountain (Kotter & Cohen, 2002).
 
Kotter, J. P. (2012). Leading change. Boston, MA: Harvard Business Review Press.
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Review Press.

Laureate Education (Producer). (2012c). Step 2: Creating a guiding coalition. Baltimore, MD: Author. Retrieved from https://class.waldenu.edu

 
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