In the lecture, we discussed change agents and those that sabotage an effort for change.

Management

Change

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In the lecture, we discussed change agents and those that sabotage an effort for change.

Answer both questions below.

Question A

• Describe someone you have worked with past or present that you consider a change agent and provide examples of what contributed to your view.

Question B

• Have you encountered a situation where a manager was resistant to change?
• Share your perspective regarding a decision where you or a co-worker presented an idea to a manager that was not implemented.
• How did the decision make you feel?
• Looking back, was the decision justified? Why or why not?

150 WORDS MINIMUM

Problem Solving Exercise

Review pages 156-161 and complete the Problem Solving exercise outlined in the template listed below and apply the information you have learned in Chapter 7.

Download the templete here. TEMPLATE IS BELOW:

Problem Solution:

Your Name

Course:

Date

Table 1

Issue and Opportunity

Instructions: Begin this assignment by creating a list of issue and opportunity concepts, which could have an impact on the current or future performance of your employer. Identify the concept to the course information and include the page number (i. e., teambuilding, EI, etc.).  In column 3, identify the concept underlying the issue. Finally, in column 4, provide a specific citation referencing the concept from a scholarly publication sourced from Googlescholar.com or GU Library within the last three years.

Table 2

Stakeholder Perspectives

Instruction: In this table, identify the key stakeholders in your organization. Stakeholders do not always agree with the decisions of the company, which could result in conflicts of varying interests, rights, or values.  Identify any ethical conflicts between the stakeholders in your business setting.

Table 3

Analysis of Alternative Solutions

Create a table to illustrate an analysis of alternative solutions that you can relate back to your goals and objectives. Also include metrics for a secondary alternative solution to integrate a second level outcome. Create a weighted analysis for each alternative solution.

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Table 4

Risk Assessment and Mitigation Techniques

In this table, list the two or three remaining alternatives in column 1.  List the potential risks of each alternative in column 2 followed by the probability of occurrence as rated by high, medium, or low.  In column 3, evaluate each alternative for the consequences if the risk occurs, and if the risk were to occur, the expected severity to your organization, Finally, in column 4 identify any risk mitigation technique that can be used to alleviate or neutralize the possible consequences of the risk.

Table 5

Implementation Plan

Optimal Solution Implementation Plan

In Table 6, you will consider the steps companies go through to implement a solution.

• In column 1 (Deliverable), identify major deliverables.
• In column 2 (Timeline), develop a timeline.
• In column 3 (Who is Responsible), determine who is responsible for each major deliverable.

Table 6

Evaluation of Results

Think about the specific goals that will let you know that you have achieved the end-state vision. These are your end-state goals. From these goals, you will create both metrics (measurements) and targets (specific levels to be achieved).

If an End-State Vision is à The organization will become an engaged workplace

Your End-State Goal is à Provide employee engagement training for all stakeholders

Your Metric is à Score in the 80^th percentile in annual engagement survey results

Your Target is à Two surveys per year (physicians and all other employees) beginning 9/1

Identify a minimum of three end-state goals, metrics, and targets to support the end state vision. Be sure to make your goals SMART: Specific, Measurable, Attainable, Realistic, and Timely.