Change Management Case Study Analysis
In one of his interviews, he said that “ IBM is full of smart people, he didn’t need anyone from outside. He needs to find these talented individuals from within the organization, they are those who are ready to turn the change around.”
He gave turnaround to the company, from dis-integration to integration. He changed the corporate culture and united them to work under one umbrella, instead of working separately. IBM will deliver the complete IT solutions to its customers, as the customers are interested in the solution, notin knowing how the company ran it.
He moved the proprieties of the IBM from propriety standard to open standard, because customers wanted solutions not how the organization is run. The united culture helped IBM’s strategy to speed up and have effectiveness in its operation, which the company was lacking before.
Psychological Safety and Learning Behavior in Work Teams
This case is about Psychological Safety and Learning Behavior in Work Teams and the Psychology of Coaching Teams are difficult areas to handle. Both must be addressed if you want to improve your overall success. It is even more difficult for coaches, because of the inherent conflict within a team working. There is conflict between the coach and the team member. The inability of the team member to feel safe in the workplace-there are many factors that contribute to this, but in the case of a new team member, it often has to do with feeling intimidated or threatened by others, by himself, or by circumstances. When someone feels this way, their sense of personal security is affected.
Psychologists are concerned with the needs of employees. Working with a group of people is part of the job. For a psychologist, working with employees creates stress, challenges, and conflict. That creates tension between different personalities within a group.
What's suggestions about behavior change? There is no one way to teach an employee, there is no one method that works. But there are recommendations from the work team psychologist about how a person can learn to better control behavior, conflict resolution skills. When an employee fails to understand the group dynamics at work that is going to affect the employee's performance. So the group psychologist will teach the employee how to remain engaged in the group when it does not make sense. Sometimes the group might need to discuss it, but in some cases the employee might need to go it alone.
Psychological safety has been described as an ongoing, ongoing process. It is never accomplished right away. Each group that is created, there is always something new to learn and discover.
The Underlying Structure of ContinuousChange
The underlying structure of continuous change is the outcome of change and its impact on an organization. The number of people involved in continuous improvement is rising, and new areas of change management are emerging, such as: telecommunication, social and mobile technologies, software design, computer aided design, continuous application development, cloud computing, etc. Structure of change is a very broad topic, with many facets. It may involve processes, structures, technology, approaches, personnel or human resources or a combination of any of these. It may also take place either at a workplace or outside the boundaries an organization.
In fact, continuous change is a predictable cycle with four phases:continuous improvement, change management, change process and integrated performance improvement. These changes can be in many forms, such as: software and hardware upgrades, software development, outsourcing, professional development, project based management, training and curriculum development. In the workplace, the management of change is one of the most important aspects of continuous improvement and change control within the corporate world.
Leaders must know that there are two primary strategies for handling change. The first strategy is to manage change and set the organization’s expectations. The second strategy is to implement changes and guide the employees through the transition. Leaders must be able to execute the plans and make decisions. They must learn to prioritize, monitor, control, and manage people, resources, and systems.
Leaders must get their employees up to speed with what the organization is doing and what they expect from the organization. They must be prepared to educate everyone, while keeping the workers focused on achieving the future goals of the organization.
Organizations will probably face many organizational changes in the upcoming years. The underlying structures of continuous change must be addressed and strategies should be put in place so that the change would not become unmanageable...........................................
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