A theory of change is a comprehensive description of how the desired change is expected to transpire in a work context. An organization or individual should admit three factors for succeeding in any change. It includes dissatisfaction with the current situation, a clear vision of the future, and the first concrete steps towards it. If the product of these three factors is greater than the resistance to change, a successful workflow transformation is possible. For change to be successful, it is necessary to use influence and strategic thinking to create a vision and determine the first steps to achieve it. In addition, the organization should recognize and acknowledge discontent by communicating industry trends, leaders’ ideas, best practices, and competitor analysis to determine the need for change. Switch within an organization can be performed in many ways and through different management styles, such as autocratic, democratic, and impartial (Marquis & Huston, 2017). This task falls not only on the administrative part of the organization but also on each employee interested in success. In this case, there is a collective responsibility that requires wholesome micromanagement of each concern area and its change.
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The pandemic has demanded severe adjustments in all spheres of life, including work. The principal duty of many was to quickly and effectively adapt to the changes. During my temporary part-time job in a cafe, I took an active part in the introduction of new sanitary and disinfection standards, which I conveyed to the general public and colleagues. The theory of change applies to this situation at all levels. In the beginning, it was necessary to identify the main concern and the extent of its impact. The problem was the high contagiousness of the virus and the need for an urgent change in sanitary standards. The first steps were taken to change the routine of daily cleaning. We increased the number of sanitizers, changed the way of cleaning the premises, increased the time for cleaning the table after each client, and installed a shield on the hostess counter. We also introduced the mandatory wearing of masks and gloves, the prescribed space between tables, and the temperature control of visitors. The last step following the Change Theory was to carry out long-term reforms and work consistently to improve them.
Challenges in Adoption Processes
The video showed good examples of disunity in the team and an example of a well-coordinated partnership. The pandemic has demotivated many employees and weakened customer focus. While critical decisions had to be made urgently following new government directives, many people were passively waiting for the end of the coronavirus wave. It did not make sense since the pandemic lasted a long time and did not have any prospects to end soon. The Change Theory prescribes the need for a clear critical plan with options for different results of events (Marquis & Huston, 2017). The most challenging thing was to convey this plan to colleagues and visitors. Many people were ardent opponents of change and were not ready for the required modifications. An ignorant attitude to the crisis has been observed for a long time. Employees did not see the significance in extra disinfection of the premises; visitors were outraged by the increased waiting time for a table and the forced wearing of a mask. I had to contend not only with external factors, such as the aggravation of the pandemic but also with internal interpersonal conflicts with colleagues.
Features of the Implementation of New Reforms
Management in my company was quite autocratic, with every key decision made by a manager. Fortunately, he thoroughly comprehended the sharp need for the necessary labor reforms, so all the workers followed his instructions without strong expression of discontent. However, the permissive management model could lead to the desired result more flexibly and gently without such dissatisfaction on the part of subordinates (Mitchell, 2013). From the side of the manager, there was no explicit explanation of the cause and essence of the changes. Everything was presented as an ultimatum order with no prospect of explaining an alternative point of view. At any other time, I would be against this approach, but as a member of the medical sector, I am willing to accept the fact that this may have been the quickest and most practical approach. In a pandemic with thousands of cases a day, any delay could provoke an even greater tragedy.
The Video’s Message and My Workplace Case
Video about mice carries a complex idea about the need for timely adaptation to new conditions. At my workplace, I realized that my colleagues made a big mistake by not following the situation. When some things were going through change, people were often demotivated and scared, which harmed their ability to make further decisions. Like the guys in the video, my colleagues had unshakable confidence in the future and no backup plan in case of a crisis. It forced them to settle into their comfort zone instead of stepping up the creation of an emergency plan in case of a crisis. In addition, there was a vivid disconnect in communication and the inability to agree on further actions with each other. Mice in the video showed great subordination, composure, and intuition in the face of common concern. They were observant enough to see certain patterns and predict cheese spoilage. My team was supposed to have the same clear vision of the problem and well-coordinated work to handle the intense pandemic concern. However, they were passively waiting for someone else to assist with an issue.
Both in life and at work, new unexpected circumstances can be a source of great stress. The first step to coping with change is to understand what is going on and how hard it will affect everything. In the conditions like this, people frequently are in a state of stress or severe anxiety but do not focus on the core matter. The right approach includes a clear analysis and a consistent plan for upcoming changes. Then come the first attempts at a wholesome preface of innovations and consolidation of its positive or negative effects. This action helps take only the most practical working mechanisms on which further advancement will be resumed (Azad, 2017). The cheese video showed well that sometimes a person’s adaptive mechanism may not work due to the irrational hope of returning things to their usual order. However, employees with increased adaptability and understanding of the need for changes in critical situations win (Mitchell, 2013). In such cases, it is essential to strike a balance between the collective responsibility of the work ethic and the expression of personal opinion.
Azad, N., Anderson, H. G., Jr, Brooks, A., Garza, O., O’Neil, C., Stutz, M. M., & Sobotka, J. L. (2017). Leadership and Management Are One and the Same. American Journal of Pharmaceutical Education, 81(6), 102. Web.
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Marquis, B.L., and Huston, C.J. (2017). Leadership Roles and Management Functions in Nursing: Theory and Application. (9theds) Lippincott Williams and Wilkins, Philadelphia.
Mitchell G. (2013). Selecting the best theory to implement planned change. Nursing management, 20(1), 32–37.