Leadership requires understanding human intelligence and how individuals function within an organization to achieve winning results. This presentation explores how to develop a workforce to actualize business goals and objectives and manage organizational change through communication strategies that reduce risk, address employee dissatisfaction and apprehension, and increase strategic alignment among leaders, managers, and employees. This presentation emphasizes blending financial and human capital resources to complete organizational change and effectively proffer strategic and balanced solutions.
This presentation visualizes the change readiness of the frontline workers and leadership at U.S. Branch, LLC. It also assesses the needs, willingness, and capabilities for change, plus any cultural barriers or considerations that have hindered the process. Finally, this presentation provides clear and concise data to be utilized as a leadership aide in addressing urgent organizational concerns. In conclusion, this presentation proves that by treating every stakeholder with respect and dignity, U.S. Branch has differentiated itself, valuing the psychological and financial contracts cultivated with its business and supply chain partners, community, customers, and, most importantly, its employees.
Module 9.1 Project Submission • Change Management Communication Plan.pptx
1. Michael Basanta
MBA Program, Southern New Hampshire University
MBA-687-Q1970 Leading Organizational Change 22TW1
Professor Jennifer Juguilon-Hottle, MBA
Sunday, October 23, 2022
Module 9.1 Project Submission
Change Management Communication Plan
2. Problem
U.S. Branch Has Not Fulfilled the CEO’s Vision … Successful Expansion into the U.S. Market
Theme
Impassive & Indifferent Outlook of the Stakeholders … Vision, Values, & Mission … Leadership Included
Outcomes
Demonstration • Discussion • Recommendations … for Change Management Plan
Process
Define Audience • Communication Objectives • WDT • Timeline • Feedback Loop • Conclusion
Module 9.1 Project Submission
Executive Summary
Sunday, October 23, 2022 Michael Basanta | 2
3. Target Audience
Every Stakeholder With an Interest or Concern in U.S. Branch, LLC
Priority Audiences
Leadership • Frontline Employees • Informal Leaders
Audience Characteristics
Trust Breached • Diversity Constricted • Apathetic • Perceived Stagnant Opportunities
Module 9.1 Project Submission
Audience Definition
Sunday, October 23, 2022 Michael Basanta | 3
4. Knowledge, Attitudes, Practices
Limited Development • Reluctance to Engage • Distrustful • Status Quo – Quiet Quitting
Barriers
Cultural • Communicative • Psychological • Systemic
Segmentation
Leadership • Frontline Employees • Informal Leaders
Module 9.1 Project Submission
Audience Definition (continued)
Sunday, October 23, 2022 Michael Basanta | 4
5. Goals
• Establishment of a Baseline of Communicative Involvement
• Design & Implementation of Practical Work Systems
Purpose
Empower Stakeholders • Collect Constructive Feedback • Foster Intercultural Competence
Topics
Communication • Leadership Practices • Morale • Intercultural Competence • Training • Recognition
Module 9.1 Project Submission
Communication Objectives
Sunday, October 23, 2022 Michael Basanta | 5
6. Messages
• Three-Month Transition Period of Pervasive Communication & Active Participation
• Organization-Wide Readiness Assessment
Channels
Internal Memos • Town Halls • E-Mails • In-Person • Concepts League • HR • Development Department
Performance Expectations
Transparent Communication • Active Participation • Teamwork • Diverse • Respect • Dignity • Autonomy
Module 9.1 Project Submission
Communication Objectives (continued)
Sunday, October 23, 2022 Michael Basanta | 6
7. Module 9.1 Project Submission
Workforce Development Techniques
Sunday, October 23, 2022 Michael Basanta | 7
Workforce Development Techniques Skills Strengths Behavior Outcomes
Communicative Involvement Inclusion • Acceptance Confidence • Empathy Develop Trust in Leadership
Practical Work Systems Learning • Competence Autonomy • Innovative Engage Stakeholders
8. Module 9.1 Project Submission
Workforce Development Techniques (continued)
Sunday, October 23, 2022 Michael Basanta | 8
Leadership Development Techniques
• Adopt a Three-Year Plan to Rejuvenate the Delaware Call Center’s Working Environment
• Define a Leadership Precis That Motivates & Inspires Confidence
• Pronounce Position as an Agent of Change
• Be Exemplary Model Leaders
• Possess Detectable Levels of “Uniformity & Fidelity”
• Utilize a “Low-High Implementation Strategy.” (Lewis, 2021)
• Value Stakeholders
• Seek Feedback
• Transparent Communication
9. Module 9.1 Project Submission
Communication Channels Timeline
Sunday, October 23, 2022 Michael Basanta | 9
Activity Frequency Stakeholders Purpose
Organizational Restructure One Time U.S. Branch, LLC Generate Organizational Support
Concepts League Multiple Stages 7 Department + 7 Informal Comprehensive Reimagining
Presentations Once per Month Organization-Wide Provide Information & Education
10. Module 9.1 Project Submission
Communication Channels Timeline (continued)
Sunday, October 23, 2022 Michael Basanta |
Activity Frequency Stakeholders Purpose
Presentation Redundancies Once per Month Organization-Wide Provide Information & Education
Tailored Training Once per Quarter Organization-Wide Transfer of Knowledge
Seek Feedback Continuously Organization-Wide Builds Trust & Confidence
10
12. Module 9.1 Project Submission
Conclusion
Sunday, October 23, 2022 Michael Basanta | 12
Takeaways
Dire Need for Organizational Change at U.S. Branch, LLC
Must Assess Willingness & Capabilities for Change Readiness
Adopt a Comprehensive & Highly Adaptable Change Management Model
Benefits
Advocating for Stakeholder Training
Valuing the Psychological & Financial Contracts
Addressing All Forms of Social Divergence
Challenges
Protect Your Team • Develop Your Team • Connect with Your Team • Inspire Your Team • Lead Your Team
13. Module 9.1 Project Submission
References
Sunday, October 23, 2022 Michael Basanta | 13
Armenakis, A.A., Harris, S.G., & Mossholder, K.W. (1993). Creating Readiness for Organizational
Change. Human Relations, Volume 46 (6), pp 681-704.
Basanta, M. (2022). Module 3.1 Milestone One • Change Readiness or Needs Assessment Audit. MBA-
687-Q1970 Leading Organizational Change 22TW1. Southern New Hampshire University.
Basanta, M. (2022). Module 6.1 Milestone Two • Change Management Plan. MBA-687-Q1970
Leading Organizational Change 22TW1. Southern New Hampshire University.
14. Module 9.1 Project Submission
References
Sunday, October 23, 2022 Michael Basanta | 14
Boje, D.M. (2008). Storytelling Organizations. Thousand Oaks, CA: Sage.
Burnes, B., & Bargal, D. (2017). Kurt Lewin: 70 Years on. Journal of Change Management, 17(2), 91–
100. https://doi-org.ezproxy.snhu.edu/10.1080/14697017.2017.1299371
Eunson, B. (2011). Communication in the Workplace. ProQuest eBook Central https://ebookcentral-
proquest-com.ezproxy.snhu.edu
2
15. Module 9.1 Project Submission
References
Sunday, October 23, 2022 Michael Basanta | 15
Fowler, S. (2014). Why Motivating People Doesn't Work ... and What Does: The New Science of
Leading, Energizing, and Engaging, Berrett-Koehler Publishers, Incorporated,
http://ebookcentral.proquest.com/lib/snhu-ebooks/
Gilstein, J. (2020). Stakeholder Analysis. Research Starters. Salem Press Encyclopedia.
Hofstede Insights, (2021). Country Comparison; United States & Singapore. https://www.hofstede-
insights.com/country-comparison/singapore,the-usa/
3
16. Module 9.1 Project Submission
References
Sunday, October 23, 2022 Michael Basanta | 16
Jiang, H. & Men, R. L. (2015). Creating an Engaged Workforce: The Impact of Authentic Leadership,
Transparent Organizational Communication, and Work-Life Enrichment. Sage Publications.
Communication Research 2017, Vol. 44(2) 225–243.
Kahn, A. & Fellows, S. (2013). Employee Engagement and Meaningful Work. American Psychological
Association
Kamara, H. (2018). Military Transformation • Applying the Kotter Eight-Step Methodology for
Change in the U.S. Armed Services. JFQ 91, 4th Quarter 2018. Features.
4
17. Module 9.1 Project Submission
References
Sunday, October 23, 2022 Michael Basanta | 17
Khimani, S. (2013). Comparative Study: The Kurt Lewin of Change Management. International
Journal of Computer and Information Technology (ISSN: 2279 – 0764). Volume 02 – Issue
04. Academia Papers.
Lewis, L., Kouzes, J. M., & Posner, B. Z. (2021). Leading Organizational Change for Southern New
Hampshire University. Wiley Global Education US.
https://wileyplus.vitalsource.com/books/9781119832591
5
18. Module 9.1 Project Submission
References
Sunday, October 23, 2022 Michael Basanta | 18
Luenendonk, M. (2019). Leaders: Their Role and Impact on Business. Cleverism.
https://www.cleverism.com/leaders-their-role-and-impact-on-business/
Riddell, R. Victoria. (2017). Change Readiness • Factors Influencing Employees’ Readiness for
Change Within an Organization: A Systematic Review. The University of Agder. Faculty of
School of Business and Law at UoA.
Shuck, B. (2011). Four Emerging Perspectives of Employee Engagement: An Integrative Literature
Review. Sage Publications. Human Resource Development Review 10(3) 304–328
6
19. Module 9.1 Project Submission
References
Sunday, October 23, 2022 Michael Basanta | 19
Simpplr Marketing. (2022). How Does Employee Disengagement Impact Attrition?
https://www.simpplr.com/blog/2022/how-employee-disengagement-impacts-attrition/
U.S. Branch. (2022). Employee Engagement Surveys. MBA-687-Q1970 Leading Organizational
Change 22TW1.Southern New Hampshire University
U.S. Branch. (2022). Exit Interviews. MBA-687-Q1970 Leading Organizational Change
22TW1.Southern New Hampshire University
7
20. Module 9.1 Project Submission
References
Sunday, October 23, 2022 Michael Basanta | 20
U.S. Branch. (2022). Leaders Self Evaluations. MBA-687-Q1970 Leading Organizational Change
22TW1.Southern New Hampshire University
U.S. Branch. (2022). US Branch Overview. MBA-687-Q1970 Leading Organizational Change
22TW1.Southern New Hampshire University
Wong, Q. (2019). Leading Change with ADKAR. Nursing Management. April 2019. Wolters Kluwer
Health, Inc.
8
Hinweis der Redaktion
Module 9.1 Project Submission
Change Management Communication Plan
Michael Basanta
MBA Program, Southern New Hampshire University
MBA-687-Q1970 Leading Organizational Change 22TW1
Professor Jennifer Juguilon-Hottle, MBA
Sunday, October 23, 2022
Module 9.1 Project Submission
Executive Summary
Problem
U.S. Branch Has Not Fulfilled the CEO’s Vision … Successful Expansion into the U.S. Market
Theme
Impassive & Indifferent Outlook of the Stakeholders … Vision, Values, & Mission … Leadership Included
Outcomes
Demonstration • Discussion • Recommendations … for Change Management Plan
Process
Define Audience • Communication Objectives • WDT • Timeline • Feedback Loop • Conclusion
____________________________________
____________________________________
Employees at the call center and the sales and marketing division are disengaged and emotionally fatigued due to contradictory
communication between the branch’s leadership and the leadership at the Singaporean headquarters.
The branch team members feel frustrated and undervalued due to conflicting feedback from their VP and management team.
Messages from leadership lack consistency, especially regarding policies and practices related to human resources.
There is no training for team members.
Communication problems between the Singaporean headquarters and U.S. branches result in low employee morale.
The survey results perfectly capture the impassive and indifferent outlook of the employees toward the organization’s vision, values, and
mission. The statements “I am familiar with the company’s vision and values.” and “The organization is changing for the better” scored 26% or
10 of the survey’s respondents answering positively. (see Figure 6) This tracks three out of five potential causes of turnover outlined in the
U.S. Branch Overview; 1. Low company morale, 4. Poor management or leadership practices, and 5. Poor communications.
Demonstrate a dire need for organizational change
Discuss the change readiness of the frontline workers and leadership
Recommend U.S. Branch adopt a hybrid change management model
Define Audience by performing a target audience analysis
Determine core and audience-specific communication objectives and messages
Recommend two workforce development techniques to support employees' adaptation to change and build on existing skills and strengths
Determine the best delivery channels and timelines for each communication based on the target audience analysis
Determine metrics to track the success of the communication campaign
Module 9.1 Project Submission
Audience Definition
Target Audience
Every Stakeholder With an Interest or Concern in U.S. Branch, LLC
Priority Audiences
Leadership • Frontline Employees • Informal Leaders
Audience Characteristics
Trust Breached • Diversity Constricted • Apathetic • Perceived Stagnant Opportunities
____________________________________
____________________________________
This presentation visualizes the change readiness of the frontline workers and leadership at U.S. Branch, LLC. It also assesses the needs,
willingness, and capabilities for change, plus any cultural barriers or considerations that have hindered the process. This presentation
provides clear and concise data to be utilized as a leadership aide in addressing urgent organizational concerns. In conclusion, this
presentation proves that by treating every stakeholder with respect and dignity, U.S. Branch has differentiated itself, valuing the psychological
and financial contracts cultivated with its business and supply chain partners, community, customers, and, most importantly, its employees.
Module 9.1 Project Submission
Audience Definition (continued)
Knowledge, Attitudes, Practices
Limited Development • Reluctance to Engage • Distrustful • Status Quo – Quiet Quitting
Barriers
Cultural • Communicative • Psychological • Systemic
Segmentation
Leadership • Frontline Employees • Informal Leaders
____________________________________
____________________________________
The following slides of this presentation utilizes data from the Employee Engagement Survey to illustrate areas of employee engagement
needing immediate attention at U.S. Branch. The information presented combines human behavior theories to describe data concerning
employee reluctance to engage in recent improvement efforts with explanations identifying patterns of resistance. The goal is to develop
actionable business insights to help U.S. Branch make healthier (culture-wise) data-centric decisions.
Referencing the survey response rate alone proves the recommendation of this change management plan is accurate; 28.6% of U.S. Branch’s
employees responded to the survey, including leadership. This alarmingly low response rate denotes a psychological violation and a lack of
trust between leadership, frontline employees, and the organization as a whole. The problem areas of communication and impractical work
systems (i.e., job definitions, training programs, and professional recognitions) indicate an immediate and urgent need for change at the
employee and leadership levels, from a resistive mindset to a change mindset. U.S. Branch has all the hallmarks of an organization in crisis,
requiring a timely, accurate, and credible change management plan to avoid further damage to the organization’s integrity, sincerity, and
branding.
Cultural barriers that have created difficulties for the employees of U.S. Branch in adjusting to the Singaporean headquarters' SOPs are power
distance and individualism, as defined by Lewis’ Resistance Grid. The insights of each culture toward power inequalities and societal
interdependence reveal highly contrasting differences.
By treating every stakeholder with respect and dignity, U.S. Branch differentiated itself, valuing the psychological and financial contracts
cultivated with its business and supply chain partners, community, customers, and, most importantly, its employees.
Module 9.1 Project Submission
Communication Objectives
Goals
• Establishment of a Baseline of Communicative Involvement
• Design & Implementation of Practical Work Systems
Purpose
Empower Stakeholders • Collect Constructive Feedback • Foster Intercultural Competence
Topics
Communication • Leadership Practices • Morale • Intercultural Competence • Training • Recognition
____________________________________
____________________________________
To sustain change efforts, U.S. Branch must establish and foster a baseline of communicative involvement with every stakeholder, valuing
their unique contributions and perspectives. This inspiration and encouragement through recognition, interactions, and feedback positively
frame stakeholders’ sensemaking and sensegiving. (Lewis, 2021) By aligning the Vision, Mission, and Values with the proposed strategic goal
of communication, U.S. Branch may leverage technologies, systems, and resources through its stakeholders. This regular and accurate flow
of information drives innovation and touches all aspects of its business operations. This unprecedented clarity empowers stakeholders to
provide services that exceed expectations and builds confidence to conquer daily challenges. It also allows U.S. Branch to collect honest and
constructive feedback and concerns, leading to more targeted solutions.
The first recommended practice is the collaborative design and implementation of practical work systems, including but not limited to
accurate job definitions, training programs, and teamwork seminars. Clearly defined standard operating procedures, essential responsibilities,
required qualifications, and compensation for work performed retain existing stakeholders and attract new highly qualified candidates.
Fostering an interculturally competent work environment promotes learning, compassion, and diversity, creating a professionally competitive
benefits package within the Wilmington, Delaware, area. By aligning the proposed change processes with effective and practical work
systems, U.S. Branch can meet the needs of the organization’s leaders and frontline employees.
The second recommended practice is establishing a three-month transition period consisting of pervasive communication and active
participation in the formalization of the proposed change initiatives. Following the informative deluge accompanying change is an
organization-wide assessment to determine current stakeholders' readiness and the validity of existing systems. By requiring quality and
pursuing innovation, U.S. Branch allows the stakeholders who are ready for the change to enact the professional habits of “commitment,
excellence, and teamwork.” (U.S. Branch, 2022) Training every stakeholder and valuing every point of view for the challenges ahead builds
stakeholders' professional resiliency, autonomy, and accuracy.
Module 9.1 Project Submission
Communication Objectives (continued)
Messages
• Three-Month Transition Period of Pervasive Communication & Active Participation
• Organization-Wide Readiness Assessment
Channels
Internal Memos • Town Halls • E-Mails • In-Person • Concepts League • HR • Development Department
Performance Expectations
Transparent Communication • Active Participation • Teamwork • Diverse • Respect • Dignity • Autonomy
____________________________________
____________________________________
The first recommended best practice is the collaborative design and implementation of practical work systems, including but not limited to
accurate job definitions, training programs, and teamwork seminars. Clearly defined standard operating procedures, essential responsibilities,
required qualifications, and compensation for work performed retain existing stakeholders and attract new highly qualified candidates.
Fostering an interculturally competent work environment promotes learning, compassion, and diversity, creating a professionally competitive
benefits package within the Wilmington, Delaware, area. By aligning the proposed change processes with effective and practical work
systems, U.S. Branch can meet the needs of the organization’s leaders and frontline employees.
The second recommended best practice is establishing a three-month transition period consisting of pervasive communication and active
participation in the formalization of the proposed change initiatives.
Following the informative deluge accompanying change is an organization-wide assessment to determine current stakeholders' readiness and
the validity of existing systems. By requiring quality and pursuing innovation, U.S. Branch allows the stakeholders who are ready for the
change to enact the professional habits of “commitment, excellence, and teamwork.” (U.S. Branch, 2022) Training every stakeholder and
valuing every point of view for the challenges ahead builds stakeholders' professional resiliency, autonomy, and accuracy.
Module 9.1 Project Submission
Workforce Development Techniques
Workforce Development Techniques Skills Strengths Employee Behavior Outcomes
Communicative Involvement Inclusion • Acceptance Confidence • Empathy Develop Trust in Leadership
Practical Work Systems Learning • Competence Autonomy • Innovative Engage Stakeholders
____________________________________
____________________________________
The first step needed to implement the change management plan at U.S. Branch is the announcement and acknowledgment of the radical
organizational restructuring, with the formation of the Development Department to gain buy-in, approval, and encouragement for change
across all executive departments and the Concepts League to track an accelerated, methodical, and systematic approach to introducing this
change management plan.
The second step is the establishment of a baseline of communicative involvement with all stakeholders. By aligning the vision, mission, and
values with the proposed strategic goal of communication, U.S. Branch may leverage technologies, systems, and resources through its
stakeholders.
The third step is to design and implement practical work systems, including job definitions, training programs, and teamwork seminars.
Clearly defined standard operating procedures, essential responsibilities, required qualifications, and compensation for work performed
retains existing stakeholders and attracts highly qualified candidates.
Module 9.1 Project Submission
Workforce Development Techniques (continued)
Leadership Development Techniques
Adopt a Three-Year Plan to Rejuvenate the Delaware Call Center’s Working Environment
Define a Leadership Precis That Motivates & Inspires Confidence
Pronounce Position as an Agent of Change
Be Exemplary Model Leaders
Possess Detectable Levels of “Uniformity & Fidelity”
Utilize a “Low-High Implementation Strategy.” (Lewis, 2021)
Value Stakeholders
Seek Feedback
Transparent Communication
____________________________________
____________________________________
This presentation recommends that U.S. Branch and its leadership adopt a three-year plan to rejuvenate the Delaware call center's working
environment and define a leadership precis that motivates and inspires confidence. Taking a page out of Douglas Conant’s stakeholder
engagement playbook, during his tenure as CEO of Campbell’s Soup Company, every leader at U.S. Branch must pronounce their position as
an agent of change. During this organizational change, they must be the exemplary model leaders this brief describes. They must possess
detectable levels of “uniformity and fidelity” while utilizing a “low-high model implementation strategy.” (Lewis, 2021) With leadership valuing
stakeholders, it shall quickly come to pass that stakeholders begin valuing leadership.
Valuing the psychological contracts cultivated with its employees vis-à-vis communication, U.S. Branch developed trust and confidence as a
cultural behavior. Once the diverse culture has been established and confidence in leadership has been rejuvenated, the organization may
begin reinforcing its forward momentum with behavior reinforcement and performance rewards.
Module 9.1 Project Submission
Communication Channels Timeline
Activity Frequency Stakeholders Purpose
Organizational Restructure One Time U.S. Branch, LLC Generate Organizational Support
Concepts League Multiple Stages 7 Department + 7 Informal Comprehensive Reimagining
Presentations Once per Month Organization-Wide Provide Information & Education
____________________________________
____________________________________
The Change Management Report identified two stakeholders as sponsors of the proposed change process. They are the Customer Success
Manager of U.S. Branch and the Administration Manager of Singapore Headquarters. Referring to the Leaders’ Self-Evaluations, the Customer
Success Manager provides input on where the organization may improve the delivery, quality, and excellence of the customer’s experience.
They also have the highest “accountability level” regarding administrative and human resources tasks. The Administrative Manager
synchronizes the organization’s daily office responsibilities and human resources duties. They provide employee evaluations, coaching, and
guidance to foster empowerment.
Together the Customer Success Manager and the Administration Manager are Co-Chairs of the organization’s new Development Department.
The Development Department has three champions in the Executive Leadership Team, the President, the Vice-President, and the Chief
Operating Officer. As champions, they must ensure the Development Department has the resources to realize the proposed change and the
support of the Board of Directors so they can generate organizational support for future change efforts. The organizational chart has been
restructured to have the Operations, Customer Success, and Administration departments report directly to the Development Department.
This organizational restructuring streamlines communication, guaranteeing a smoother flow of information to speed up decision-making and
improve business operations.
U.S. Branch must aim to track an accelerated, methodical, and systematic approach to introducing this change management plan. The
Development Department’s leadership team must create a cross-functional Concepts League to be employed at multiple stages along the
proposed change process’ timeframe to identify incorrect theories, business gaps, evolving consumer needs, market shifts, stakeholder
expectations, previously unknown risks, and innovations. The Concepts League must include the seven heads of each department plus the
elected 7 “informal leaders” led by the Customer Success Manager and the Administration Manager. U.S. Branch must emphasize the
Customer Success Manager’s and Administration Manager’s leadership roles, relying on their personality, talent, and determination to make
the change management plan successful. The Customer Success Manager and Administration Manager must directly influence the Executive
Leadership Team to procure resources and support. This agile, mission-oriented approach instigates U.S. Branch’s next wave of efficacious
visionaries and innovators. By leveraging its new horizontal hierarchy and corporate agility, U.S. Branch’s Concepts League must usher in a
comprehensive reimagining of its organizational culture, stakeholders’ experience, supply chain partnerships, marketing campaigns,
leadership competencies, organizational capabilities, and relationships with various governments and regulatory committees.
To establish education and communication as U.S. Branch’s primary enhancement strategy, the Concepts League must host a series of
organization-wide presentations to provide every stakeholder with a comprehensive package of information regarding the organizational
restructuring and change management plan.
Module 9.1 Project Submission
Communication Channels Timeline (continued)
Activity Frequency Stakeholders Purpose
Presentation Redundancies Once per Month Organization-Wide Provide Information & Education
Tailored Training Once per Quarter Organization-Wide Transfer of Knowledge
Seek Feedback Continuously Organization-Wide Builds Trust & Confidence
____________________________________
____________________________________
A deliberate effort must be made to schedule presentation redundancies so that every stakeholder is presented with an opportunity to join at
least one presentation. Subsequent presentations and redundancies follow every month, building upon the information gathered from the
previous presentations.
Tailoring training ensures a transfer of knowledge but only if stakeholders are participating and collaborating. With the Concepts League’s
involvement from every stakeholder, potential innovation assassins may be identified and persuaded into preventing a resistance campaign.
Above all, the Concepts League must listen to the stakeholders involved in the change management plan and utilize their insights to the
organization's advantage. The Concepts League must not believe they possess all the solutions; they must include U.S. Branch’s stakeholders
to design and implement future changes.
The best success metric regarding the change management plan is resurveying the employees. Providing formal feedback options builds trust
and confidence in leadership. Fostering feedback between frontline employees and leadership is vital to measuring the success of the change
management plan. Including SMART goals when addressing the most urgent problem areas draws awareness to the current change barriers
and identifies innovation assassins.
Module 9.1 Project Submission
Feedback Loop
Metrics
Employee Engagement Surveys
Self-Evaluations
Exit Interviews
eNPS
Implementation
“Professional Analytics & Advisory Panel”
One-on-One Meetings
____________________________________
____________________________________
The change management plan aims to provide an in-depth approach to organizational change at U.S. Branch. It utilizes data from the
Employee Engagement Survey, Leadership Self-Evaluations, Exit Interviews, and U.S. Branch’s Overview. It defines a hybrid change model,
combining the benefits of the Kotter and ADKAR models. The change management plan provides a clear and concise recommendation to be
utilized as a leadership aide in addressing urgent organizational problem areas. Problem areas such as the frontline employees’ lack of
confidence in leadership.
The plan suggests establishing a baseline of communicative involvement with every stakeholder. Valuing the psychological contracts
cultivated with its employees vis-à-vis communication, U.S. Branch develops trust and confidence as a cultural behavior. Once the diverse
culture is established and confidence in leadership is rejuvenated, the organization may begin reinforcing its forward momentum with
behavior reinforcement and performance rewards.
The recommended strategy for evaluating the impact of the proposed change initiatives on the triple bottom line at U.S. Branch, LLC is to
develop a “professional analytics and advisory panel” to assess employee engagement routinely. To that end, the newly formed Development
Department must create this professional analytics and advisory panel through the cross-functional Concepts League outlined in Module 6.1
Milestone Two • Change Management Plan. (see below, Change Management Plan) The Concepts League must identify incorrect business
theories, gaps, evolving stakeholder needs, market shifts, stakeholder expectations, previously unknown risks, and future innovations. The
Concepts League must include the heads of the seven departments plus seven “informal leaders,” one representative elected from each
department by the stakeholders in that department. Conversely, U.S. Branch must emphasize the Concepts League’s leadership role, relying
on their personality, talent, and determination to make the change management plan successful.
Module 9.1 Project Submission
Conclusion
Takeaways
Dire Need for Organizational Change at U.S. Branch, LLC
Must Assess Willingness & Capabilities for Change Readiness
Adopt a Comprehensive & Highly Adaptable Change Management Model
Benefits
Advocating for Stakeholder Training
Valuing the Psychological & Financial Contracts
Addressing All Forms of Social Divergence
Challenges
Protect Your Team • Develop Your Team • Connect with Your Team • Inspire Your Team • Lead Your Team
____________________________________
____________________________________
This presentation demonstrated a dire need for organizational change. It proved that leadership must embolden stakeholders across all
departments by possessing detectable levels of “uniformity and fidelity” while utilizing a “low-high model implementation strategy. It
recognized that facilitating another human being in learning something new can be challenging, especially during times of change. Coaching
and mentoring are invaluable assets because of the relationships these exercises develop, driving the collaborative sharing of information and
nurturing an environment of anticipation and preparation. Conclusively, it advocated for stakeholder training and overall support during the
change initiative, ensuring stakeholders can embrace the new behaviors required for successful implementation.
This presentation offered an audit that discussed the change readiness of the frontline workers and leadership at U.S. Branch. It also
assessed the needs, willingness, and capabilities for change, plus any cultural barriers or considerations that have hindered the process. The
audit provided clear and concise data to be utilized as a leadership aide in addressing urgent organizational concerns. Ultimately, it proved
that by treating every stakeholder with respect and dignity, U.S. Branch differentiated itself, valuing the psychological and financial contracts
cultivated with its business and supply chain partners, community, customers, and, most importantly, its employees.
Finally, this presentation revealed its change management plan that recommended U.S. Branch adopt a change management model that is a
hybrid of the Kotter and ADKAR theories. One that is comprehensive and highly adaptable, providing an in-depth approach to organizational
change by addressing all forms of social divergence and developing clear and concise language regarding the change efforts through
education and understanding, participation and collaboration, and engagement and support.
Module 9.1 Project Submission
References
Armenakis, A.A., Harris, S.G., & Mossholder, K.W. (1993). Creating Readiness for Organizational Change. Human Relations, Volume 46 (6), pp 681-704.
Basanta, M. (2022). Module 3.1 Milestone One • Change Readiness or Needs Assessment Audit. MBA-687-Q1970 Leading Organizational Change 22TW1. Southern New Hampshire University.
Basanta, M. (2022). Module 6.1 Milestone Two • Change Management Plan. MBA-687-Q1970 Leading Organizational Change 22TW1. Southern New Hampshire University.
Module 9.1 Project Submission
References
Boje, D.M. (2008). Storytelling Organizations. Thousand Oaks, CA: Sage.
Burnes, B., & Bargal, D. (2017). Kurt Lewin: 70 Years on. Journal of Change Management, 17(2), 91–100. https://doi-org.ezproxy.snhu.edu/10.1080/14697017.2017.1299371
Eunson, B. (2011). Communication in the Workplace. ProQuest eBook Central https://ebookcentral-proquest-com.ezproxy.snhu.edu
Module 9.1 Project Submission
References
Fowler, S. (2014). Why Motivating People Doesn't Work ... and What Does: The New Science of Leading, Energizing, and Engaging, Berrett-Koehler Publishers, Incorporated, http://ebookcentral.proquest.com/lib/snhu-ebooks/
Gilstein, J. (2020). Stakeholder Analysis. Research Starters. Salem Press Encyclopedia.
Hofstede Insights, (2021). Country Comparison; United States & Singapore. https://www.hofstede-insights.com/country-comparison/singapore,the-usa/
Module 9.1 Project Submission
References
Jiang, H. & Men, R. L. (2015). Creating an Engaged Workforce: The Impact of Authentic Leadership, Transparent Organizational Communication, and Work-Life Enrichment. Sage Publications. Communication Research 2017, Vol. 44(2) 225–243.
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Kamara, H. (2018). Military Transformation • Applying the Kotter Eight-Step Methodology for Change in the U.S. Armed Services. JFQ 91, 4th Quarter 2018. Features.
Module 9.1 Project Submission
References
Khimani, S. (2013). Comparative Study: The Kurt Lewin of Change Management. International Journal of Computer and Information Technology (ISSN: 2279 – 0764). Volume 02 – Issue 04. Academia Papers.
Lewis, L., Kouzes, J. M., & Posner, B. Z. (2021). Leading Organizational Change for Southern New Hampshire University. Wiley Global Education US. https://wileyplus.vitalsource.com/books/9781119832591
Module 9.1 Project Submission
References
Luenendonk, M. (2019). Leaders: Their Role and Impact on Business. Cleverism. https://www.cleverism.com/leaders-their-role-and-impact-on-business/
Riddell, R. Victoria. (2017). Change Readiness • Factors Influencing Employees’ Readiness for Change Within an Organization: A Systematic Review. The University of Agder. Faculty of School of Business and Law at UoA.
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Module 9.1 Project Submission
References
Simpplr Marketing. (2022). How Does Employee Disengagement Impact Attrition? https://www.simpplr.com/blog/2022/how-employee-disengagement-impacts-attrition/
U.S. Branch. (2022). Employee Engagement Surveys. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University
U.S. Branch. (2022). Exit Interviews. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University
Module 9.1 Project Submission
References
U.S. Branch. (2022). Leaders Self Evaluations. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University
U.S. Branch. (2022). US Branch Overview. MBA-687-Q1970 Leading Organizational Change 22TW1.Southern New Hampshire University
Wong, Q. (2019). Leading Change with ADKAR. Nursing Management. April 2019. Wolters Kluwer Health, Inc.
