Making Sense of Change Management, Research Paper Example

Description of the Change and Role of Leader

An interview with Sally Cohen, Director of Volunteer and Leadership Development, provided greater insight regarding a change effort that took place at the UJA Federation of New York. This interview explored a problem whereby volunteering at the network agencies was not taking place at the community level. Therefore, it was necessary to consider the development of a program that would enable volunteers at the agency sites to train future volunteers themselves. The change was initiated by Sally Cohen and her team, as site visits to 30 agencies were conducted to meet one-on-one with volunteers, to participate in volunteer projects, and to discuss matters with each volunteer coordinator.

The project was established several months ago and to date, ten agencies are actively involved in the Volunteers Leading Volunteers Program and have noticed small yet steady improvements in volunteering statistics. They have identified specific factors associated with training new volunteers as the most difficult step of the process, but the benefit to this process is that those who are trained volunteers are most suited for the program because they are already active participants and realize the advantages of volunteering and how it impacts the lives of those who are served.

Summary Regarding Organizational Change

Sally Cohen’s change initiative was significant because she stated that “You need the hands-on experience to know how to create programs for it successfully…this is why we go on Volunteer Site Visits as a department several times a year, to remind us why we do what we do.” This was an important reminder of the challenges that Sally and her team faced as she sought to improve the volunteer efforts at the network agencies in order to make Manhattan a better place to live. She also observed that “Success is how effectively we can figure out what works for the individual agencies, and train their volunteers to train future volunteers and existing ones too.” “Each agency is like a fingerprint, unique. Therefore, they all need different things.” This statement is also relevant because it demonstrates the importance of recognizing the need for change and making said change on a gradual basis as necessary in order to achieve the desired outcome in increasing volunteer rates at the network agencies. Therefore, organizational change is a necessary process that supports and engages leaders in different strategies to address the problems or weaknesses within their organizations.

Evaluation

In order to achieve an effective change effort within an organization, it is important to identify the resources that are required and the opportunities that are available to positively impact the change effort. This process requires a greater understanding of the issues that are most prevalent to organizations as they attempt to be effective in leading a change effort. Nonetheless, there is much to be learned during this process, including the identification of the emotional connection to the change that will make it successful (Cohen, 2005). From this perspective, it is observed that Sally Cohen possesses the emotional context and understanding that is required to promote change within her organization.

According to Stachowiak, it is necessary to evaluate the context of change under several different theories, all of which support the change effort and its potential for long-term success. Sally Cohen’s example appears to support the “Grassroots” or Community Organizing Theory, whereby “Policy change is made through collective action by members of the community who work on changing problems affecting their lives” (Stachowiak, p. 4). This theoretical perspective is at the heart of Cohen’s approach for leading the charge to increase volunteering, as it engages local residents in the prospect of helping others through volunteering. This is a grassroots approach in some ways because it provides further evidence of how change at the community level often begins with change at the organizational level (Stachowiak). This theory serves as the driving force in developing a strategy that will be effective in supporting the change effort from the ground up.

Based upon Sally Cohen’s interview and revelations, it is important to identify specific resources that are likely to have a significant impact on change and progress at the organizational level, such as open communication and a strong message that change is required. At the root of this change effort is an emotional and deeply rooted approach to change that will have a positive impact on the learning curve for employees and community members who are directly involved in the change (Sanger, 2008). From this perspective, it is essential to discover new aspects of growth that will have a favorable impact on the organizational culture and how it is transformed in response to the need for change (Sanger, 2008).

The need for change must also identify factors that are instrumental in supporting a widespread change effort that will have a positive impact on outcomes over the long term. This is best accomplished by using a strategy that encompasses a concept known as emotional intelligence, whereby individuals connect to the change initiative on an emotional and on an intellectual level (Cameron & Green, 2012). This ability encourages the growth of the change effort and the development of new factors that support change and progress within an organization and how it will impact the desired outcomes. For Sally Cohen and her team of volunteers, emotional intelligence is critical in engaging leadership within the network organizations in order to acquire new volunteers on a secondary level. This top-down approach is essential to the overall success of the change effort and how it will influence the growth of the new program in the coming months and years.

Management Implications of Leader’s Message

For Sally Cohen, the message is clear: volunteering is a critical component of leading change in communities and in supporting local residents in the areas where need is the greatest. This process requires an effective understanding of change and how it impacts individuals directly involved in the change effort, as well as those who reap the benefits of the change. Sally Cohen’s interview opens new doors for the organization in its efforts to recruit new volunteers, as it provides new insights regarding how volunteers are leaders in their own right. In creating an environment of change within the organization, Sally Cohen has tapped into the emotional side of its employees and those who volunteer within its network organizations. This is an important step in promoting volunteer engagement and growth from the top down.

Finally, Sally Cohen’s message serves as a means of exploring new directions within the organization that promote action and growth. Any volunteer effort requires full emotional and intellectual engagement from the staff so that all possible efforts are explored to promote change and progress at all levels. This is an important step towards the discovery of new insights and challenges that will improve volunteer rates at the network agencies, particularly as current volunteers are engaged in the recruitment and training process. It is likely that this process will stimulate a greater level of engagement in the organization as it strives to make a change for the better. Most importantly, Sally Cohen’s message also serves as a reminder that hard work and dedication to the change effort will pay off, particularly if the need for change is clearly identified and the steps that are required to support this change are appropriate. This process will stimulate new areas of growth and progress within the organization and also demonstrate a greater understanding of why change is necessary for the organization and how it will impact the community at large.

References

Cameron, E., & Green, M. (2012). Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational Change. Kogan Page Publishers.

Cohen, D.S. (2005). The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization. Harvard Business Review Press.

Sanger, M.B. (2008). Getting to the roots of change: performance management and Organizational culture. Public Performance & Management Review, 31(4), 621-653.

Stachowiak, S. Pathways for change: 6 theories about how policy change happens. Organizational Research Services, Pp. 1-15.