Instructions: The goal of the discussions is to have a robust, informative,

Instructions:  The goal of the discussions is to have a robust, informative, and reflective interaction about course topics. Learning is directly related to effort put forth toward discussion engagement and participation. 250 words each post.In order to encourage active and quality participation that adds value and increases learning, the grade you earn will be higher as your participation and quality of content increases.  Please keep all reference if any under each discussion number. Reply to all discussion .
1. How do you get employees engaged in a change management initiative? What role does HR, managers, and the C-Suite play?
Getting employees to engage in the change management initiative is always going to be a challenge.  It should be made clear for the onset that a change initiative is being done to improve the current process or model.  Furthermore, it should be made clear that is essential to continue competitive operations.  
HR managers should be involved in the change communication process from the beginning to ensure that the messaging about what is changing, how it is being changes, and why it is changing are all clearly communicated.  The HR manager also acts as an independent party who can point out to the other managers when assumptions are being made of messaging is not complete.  Finally, HR managers can ensure that employee’s have a clear means of feedback for identifying potential issues with the changes or the messaging.  
C-Suites need to be able to identify when change is needed and what the change is going to be based on current and future business conditions.  They need to be agents of action as much as possible as opposed to be agents of reaction.  The latter implying that the company is falling behind the competition.
2. What is the best way to roll out a change management initiative?
          The best way to roll out a change management is in person or in a live virtual meeting with commentary turned off at least until the end.  Most employees prefer direct interaction and a visual/emotional delivery as opposed to a memo or email for a major change.  Finally, after a change is frozen a good company should reassessed if the change is working as intended and what, if any, unanticipated side effects have appeared.  
For example, my company is employee owned and made a large acquisition recently.  As an employee-owned company, we have quarterly stockholder meetings where the C-Suites brief us on different aspects of the company.  For the acquisition the president virtual delivered the news to the entire company with an explanation of what were where doing, who the other company was, why we were doing an acquisition, and what the vision was for the combined venture.  After this the finer points related to fiancé and employ owner stakes were explained.  After each stockholder meeting, we are emailed a link for feedback on the presentation, approval of key changes, and a form for questions to the senior staff with an option for anonymity.  These actions make employees feel respected and gives them a form to question the direction leadership is taking.
Reply 2:
Current world events are driving a lot of change management initiative in order for companies to comply with local health directives as well as react to the reduction in the number of employees available in customer service types of organizations. How organizations respond and adapt is crucial to the success both internally with their team and externally relating to revenue, reputation and credibility. This can also be applicable to things like shifts in technology. When employees resist the change, it can lead to bigger issues. It is important that Human Resource Management, managers, and the executive-level managers understand that resistance to change is human nature and will occur. Additionally, that there are ways to reduce the phase of resistance as well as practice measures in an attempt to surround the change with a positive association to the concept. HR must ensure the implementation process, to include the model of unfreezing, freezing, and refreezing, is clearly understood and that managers have the tools to implement while both the executive-level managers and Human Resource Management understand the strategic impacts of a successful and unsuccessful change.
The best way to roll out a change management initiative is for the intent of the change to be transparent so all parties involved understand the end goal. This will aid in the getting there. When people don’t understand why they do what they do, it can muddy the waters and even result in added negativity towards the change versus fostering that environment of support beyond the expected resistance. Lastly, once the change is fully implemented, it needs to be refrozen and consistently managed to determine the effectiveness and/or identify issues.
Hello Class,
This week, we are looking into the Lewin’s Change Management model and how it has played a role into today’s organizations. To start off with, there are three characteristics of the model itself. They are unfreezing, change and finally freezing. The unfreezing phase is when leaders are preparing members for upcoming change in the organization. This is the stage where leaders have the opportunity to explain what changes are being proposed and gives members the chance to prepare themselves for the change. This characteristic is key for members at all levels to see the change coming and voice their opinions and concerns prior to the change occurring. The second characteristic is the change itself. Change comes when something needs to be adjusted, fixed or perfected, whether it is a process, materials used, leadership changes, the way policies are written and so forth. A great example of modern change is how the military responds to COVID-19. One of the changes is how we protect ourselves in the work environment by mandating the use of masks and safe distancing. This change, while not the norm prior, is one that an organization needs to do for the greater good and safety of the people. Finally, the final characteristic is freezing. This is the point where the change is implemented and finalize and becomes policy. Once leadership sees how the change functions, they can finalize the changes into new or updated policies and make it readily available to all members to reference to. Overall, the model does play a great role in today’s organization and many use this model, even if they do not realize they are using it. It could be a variant of the model, but the general guidance is present and accounted for.
Lewin’s Change Management Model is an uncomplicated, straightforward framework for effecting change within organizations. The three primary characteristics of this change mode are unfreeze, change, and refreeze. Unfreeze ensures that employees are ready for change. Change executes the intended change. Refreeze ensures that the change becomes permanent. Each part of this model plays a different role with helping an organization’s management staff and employees understanding and embracing the changes. Unfreeze determines what needs to change, ensures there is dedicated support from management, creates the need for change, and manages and understands doubts and concerns. Change communicates often, dispels rumors, empowers action, and involves people in the process. Refreeze anchor the changes into the culture, develop ways to sustain the change, provide support and training, and celebrate successes. 
With this model it helps the staff and employees understand each process by giving them insight into what is happening. For example, the first part is unfreeze which is getting the employees and staff ready for a change that is about to happen. The change is happening for a reason which everyone would be briefed on. Then you move into the change that is going to be executed. Once everyone knows why and how they can start to work toward changing the thing that is going to be changed. The change itself can take some time and might have to be modified at certain points but that is up to the leaders in the organization to recognize when this needs to happen. The last part of the process is refreezing the change that was the desired outcome. Once everyone is on board and doing the change then it can become a permanent process for the organization.

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