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TIPS BEFORE YOU START WRITING:

 You are not required to use this template, although it will help you focus your answers

and make it easier for evaluation to read them!

 The most important is to focus on thoroughly answering each question prompt to

demonstrate competency. That also requires you to "tie in" the model/theory and your

recommendations for change to an actual issue that the scenario company is

experiencing at this time.

 We recommend using the recorded videos, etc., located in the course resource document

link within “Course Tips” for additional guidance.

 Lastly, we recommend using software such as “Grammarly” or similar as you work on

your paper. You can also contact the WGU Writing Center for assistance with grammar,

sentence structure, APA format, etc.: Academic Coaching Center Writing Studio.

 In responding to the questions on the Task, be sure to follow this framework:

a. Briefly state the concept/model and explain what it means/represents.

b. State how it can be applied based on why the company needs to change.

c. State why it is essential (how can it be used, why it will work, what impact/benefit it

will have to the organization)

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Change Management Performance Assessment

Enter Your Name Here

Western Governors University

Important

 Do not use generative AI answers for the prompts; your paper will be sent back for

revisions.

 Be sure to use only the models as they are described in the course resources and not

anywhere online.
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A. Discuss the need for change for the company in the scenario using either the

systems contingency model or the organizational life cycle model.

Observing the Organizational Life Cycle Model, an increase in sales from $1 m to

$100 m in a very short period would place the company in the Collectivity Stage. At this

stage, an organization witnesses a "crisis of autonomy." Organizations result in

centralized decision-making, leading to a need for more employee empowerment. This

crisis should be demonstrated in the delegation stage by decentralizing decisions that

empower employees to innovate (Acrobatiq, 2022). The need for more investment in

training by the company and the modernization of systems compounds the need for this

step. To achieve continued growth and international markets, the company must

decentralize decision-making while fostering creativity and updating outdated business

practices. Moving to the delegation stage will cure current issues, engage employees

more productively, and better position the company to effectively meet future growth

and competition.

B. Describe the differences (at least two) between a learning organization and a

traditional organization.

The concepts of organizational innovation and decision-making are different in

the case of a traditional organization versus a learning organization. A traditional

organization includes a hierarchy in which information and decisions are passed through,

slow responses against changes, and less employee empowerment. For example,

decisions must be passed on from layer to layer of management; hence, this does not

develop creativity and fast adaptation among employees (Acrobatiq, 2022). On the other

hand, a learning organization fosters continuous learning and innovation and encourages
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a flatter structure that would further motivate employees at all levels to share ideas and

practice. For instance, companies like Google encourage creative thinking among

employees and invite them to take calculated risks while participating in organizational

decision-making to achieve more vibrant and responsive practices.

1. Identify which stage of Woolner's 5-stage model the company is currently in.

The company is currently in Stage 3 of Woolner’s 5-stage model.

a. Explain why the company is currently in the identified stage of Woolner's 5-

stage model.

The company is in Stage 3 because it values learning for growth, as demonstrated

by the leadership's goal to become a learning organization. However, internal training

programs need to be established fully.

2. Explain how the company from the scenario would use Senge's five disciplines to

become a learning organization.

Systems Thinking

Systems thinking means the organization is viewed as a whole entity, not as

fragments. The company can practice systems thinking by understanding that any change

created in one department is cognized of its effect on other departments (Hossain et al.,

2020). This holistic approach will help the company visualize the negative repercussions

of change and reduce those effects to ensure sustained improvement.

Personal Mastery

Personal mastery is about individuals learning and continuously improving. The

company will need to train and develop its employees, something it has yet to do in the
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last decade. When individual growth is encouraged, the entire organization's performance

increases and the institution becomes more adaptive and innovative.

Mental Models

Mental models deal with testing one's assumptions and fostering new

perspectives. The company can realize this discipline by fostering openness of discussion

and reflections on the practices in place. By helping employees re-question and reframe

their views, the organization can break through outdated thinking and connect actions

with the dynamic business environment.

Building a Shared Vision

A shared vision is a common quest that can stimulate and energize all levels of

the organization. This could be attained when the company can generate a shared vision

wherein every employee is called upon to create or shape an explicit and exciting vision

statement (Soelton, 2023). This is a collective effort so that all men are emotionally

committed to the goals of the organization and their combined effort to become a learning

organization.

Team Learning

Team learning, in turn, centers on the group's capacity to solve problems and

share knowledge. The company has to encourage team learning through projects

requiring collaboration and forums for team dialogue. This discipline also refines

decision-making and enhances the organization's capacity to innovate, adapt, and change

in response to altered circumstances.

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C. Identify the result and nature of the change to take the company from a traditional

organization to a learning organization using Balogun and Hope-Hailey's model.

The best quadrant flowing from this is an adaptation, where the nature of change

is incremental, and the result is a realignment since it allows the company to turn into a

learning organization incrementally, which would not be as disruptive.

1. Explain why the result and nature of change would be appropriate for the company

using Balogun and Hope-Hailey's model.

Realignment is favorable for the business, allowing the organization to renovate

its processes, enhance innovation, and head toward a flexible learning culture without

necessarily altering its structure. It provides stability in dealing with the company's

growth challenges and international expansion. The incremental nature of change applies

in that it is light enough to enable the company to ease itself from a traditional, command

top-down system of management into a more collaborative environment where, over

time, creativity and engagement are gradually fostered among its employees (Hodges,

2024). Minimum disruption and resistance will be minimized, allowing the transition to

run smoothly and become a learning organization.

D. Discuss how the four steps of the action research model could be applied to the

change process (from traditional organization to learning organization) for the

company in the scenario.

Identify the Problem or Opportunity

Diagnose specific problems and opportunities for change: Issues include the

company's inability to apply updated processes and policies and its inability to invest in

developing its employees to innovate and stay competitive. The opportunity for change
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is to change the Organisation into a learning one that will enhance creativity and

continuous improvement (Scott, 2020). This will be an essential first step in specifying

what should be changed and why.

Consult with Change Management Experts

Seek professionals who can assist in bringing this transition into effect. These can

design strategies on how resistance might be overcome, how training programs could be

oriented, and how cultural change could be catalyzed. A professional consultation will

help design an all-rounded plan for updating old systems, making innovation a part of

company culture, and lining up new approaches with the company's goals and values.

Develop and Implement Action Plans

Draw up detailed action plans to wield the process of change. Initiations of new

training programs, a review of inventory management systems, and employee

involvement would be highly welcome to participate in critical decisions (Ma, 2023). In

the context of this company, that would involve structured professional development

programs, introducing new technologies, and opening lines for employee feedback and

experimentation. Action plans ensure that all aspects of the change are systematically

handled and that progress monitoring is possible.

Evaluate and Refine Strategies

Results and strategies would be reviewed after implementation and updated

appropriately. Check that new systems and practices realize their intended impact in

increased innovation and employee engagement. For the company, this would involve

reviewing results related to new training and upgraded technology. Feedback and
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performance measures will be necessary to adjust and improve the transition to a

learning organization.

E. Recommend two innovation strategies that management could use to transition the
company in the scenario from a traditional organization to a learning organization.

The two innovation strategies that I recommend the management to use are cooperation

and exploration.

1. Explain how one recommended innovation strategy would be used by management

in the company's change process.

Management may use cooperation as an innovation strategy by encouraging

employees to share their knowledge and inspire the transformation of employees within

the company into a learning organization. Teamwork and cross-functional projects can be

stimulated, while peer-to-peer learning in an organization encourages its employees to

continue sharing expertise and learning from the experiences of other employees. The

collaborative environment encourages employees to solve problems together and leads to

innovative solutions and improved processes. For instance, structured collaboration

sessions or communities of practice are introduced by management to have employees

with different skill sets come together and deal with operational challenges. This instills

collective intelligence within the workforce that enables continuous evolution by learning

from others and innovation, hence hastening its movement towards becoming a learning

organization.

F. Discuss how the four steps of Kotter's 8-step model could be applied to the change

process for the company in the scenario.

Establish a Sense of Urgency

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Communicate the requirement for change forcibly: Outmoded processes and a

lack of employee development carry significant risks. One can enthuse people and

garner support by emphasizing how rapid growth and international expansion drive the

need to innovate (Stanley, 2020).

Form a Powerful Guiding Coalition

Establish a powerful coalition of influential leaders and change agents at all levels

within the company to champion the movement toward becoming a learning

organization. It is through this coalition that the change will be driven and supported.

Develop a Vision and Strategy

Develop a coherent vision of the future for the learning organization that includes

specific goals about innovation, people development, and process improvement. Identify

strategic steps supporting this vision, including investment in training programs and the

modernization of systems.

Communicate the Change Vision

Cascade the vision and strategy through all organization levels in a consistent

manner. This keeps all the employees well-informed and motivated through multiple

channels, addressing their concerns and emphasizing the benefits of the transition.

G. Explain how each of the five pillars of sustainable change could be applied to

sustain the learning organization environment of the company in the scenario.

Leadership

How: It will be necessary for the leaders to take charge of the learning

organization initiative by providing their support and direction based on the company's

strategic plan, culture, and systems. Leaders should be good examples of learning and the
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changes that may be required sometimes. What: It is the role of leaders to ensure that

learning is part of something happening in the organization (Reese, 2020). They must

ensure that learning initiatives are supported and embedded with the organization's

strategic plans. Why: First and foremost, it is necessary to emphasize that leadership

plays a critical role in maintaining the changes taking place in the organization because

heads define organizational culture and the priorities the organization follows. Therefore,

employees are encouraged to come to work with the same mindset by showing that the

leaders are willing to learn and develop.

Strategy

How: Management has to develop and execute plans that utilize the organization's

learning processes to provide a competitive edge against competitors. This may require

designing new learning products or presenting new ideas concerning learning delivery.

What: Strategic positioning requires integrating approaches to learning with the overall

plan in the organization in order to support and achieve the firm's competitive edge

(Cavallo et al., 2021). These may encompass specialization in specific fields or the use of

particular technologies. Why: The strategy used helps develop the learning initiatives,

such that they are not just single activities that are done but must be aligned with the

company's strategic plans. This way, the business will be relevant and effective in the

changing market environment and conditions.

Culture

How: Therefore, for a company to be a learning organization, it must encourage

learning by supporting the worth of learning amongst the staff. This entails fostering the

organization's learning culture, acknowledging it, and even incentivizing it. What: In a
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strong learning culture, there is accessible communication, collective participation in

learning activities, and awareness of the mission and vision of the organization. The

integration of learning work and organizational activities as part of practice and process.

Why: Culture impacts employee receptiveness and participation in learning programs. An

appropriate culture enables learning to become a new way of doing things or a new status

quo, thus creating a reality of continuity.

Structure

How: This should also include establishing a sound communication structure that

supports sharing knowledge within the organization. This can be done by forming teams,

managing knowledge, using eclectic platforms, or any other most effective ways to share

knowledge. What: In other words, there has to be an optimal organization of the

structural elements to ensure a smooth flow of information and cooperation between the

different segments of the company. It should help manage knowledge so that the

employees can always find the knowledge they need and share it with the rest of the

team. Why: Towards this end, an integrated structure observes that changes are made

efficient by permitting knowledge and information to flow and to be appropriately

managed within the organization.

Systems

How: Organizational structures should be put in place that give accurate and

timely information and facilitate learning processes. This entails using technological tools

in data management, learning analytics, and performance tracking. What: Learning

records should also reflect organizational results, and information should be captured and

managed in systems. This may include assessment tools for monitoring and evaluating
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learning outcomes and other learning needs. Why: An accurate measurement system

facilitates compliance monitoring of the learning solutions' efficiency. Using proper data

gives confidence that learning strategies are being enhanced and occasionally aligned to

the organization's needs.

References

Acrobatiq. (2022). Change Management. [Learning Resource for C721-Change Management].

Retrieved from
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https://wgu-nx.acrobatiq.com/en-us/courseware/contents/wgu_C721_28Aug17_change_ma

ngmnt_1

Cavallo, A., Sanasi, S., Ghezzi, A., & Rangone, A. (2021). Competitive intelligence and strategy

formulation: connecting the dots. Competitiveness Review: An International Business

Journal, 31(2), 250-275. https://www.emerald.com/insight/content/doi/10.1108/CR-01-

2020-0009/full/html

Hodges, J. (2024). People-centric Organizational Change: Engaging Employees with Business

Transformation. Kogan Page Publishers. https://www.koganpage.com/hr-learning-

development/people-centric-organizational-change-9781398612556

Hossain, N. U. I., Dayarathna, V. L., Nagahi, M., & Jaradat, R. (2020). Systems thinking: A

review and bibliometric analysis. Systems, 8(3), 23. https://www.mdpi.com/2079-

8954/8/3/23

Ma, M. (2023). Exploring Employee Participation in Corporate Volunteering in China:

Affecting Factors and Outcomes (Doctoral dissertation, Hong Kong Baptist University).

https://scholars.hkbu.edu.hk/ws/portalfiles/portal/80879564/G23THFL-038416T.pdf

Reese, S. (2020). Taking the learning organization mainstream and beyond the organizational

level: an interview with Peter Senge. The Learning Organization, 27(1), 6–16.

https://www.emerald.com/insight/content/doi/10.1108/TLO-09-2019-0136/full/html

Scott, G. (2020). Change matters: Making a difference in education and training. Routledge.

https://www.taylorfrancis.com/books/mono/10.4324/9781003115137/change-matters-

geoff-scott
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Shelton, M. (2023). Conceptualizing Organizational Citizenship Behavior and Learning

Organization in the Labor Sector. Jurnal Organisasi Dan Manajemen, 19(1), 239-255.

http://jurnal.ut.ac.id/index.php/jom/article/view/4067

Stanley, R. A. (2020). Strategies Leaders in Nonprofit Organizations Use to Expand

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