Introduction: Team learning and how it can contribute to a team functioning in alignment and as a whole enterprise is a key concept in change management. Team learning helps a team sustain and reinforce its learning and increases the capacity to act synergistically and master how to learn.
Learning teams must understand how to skillfully dialogue, increasing their ability to problem solve, create new knowledge, deliberate, and build relationships with other teams and customers. Learning teams develop ground rules for truth-telling, time usage, decision-making processes, and domains, and to create a safe conversational environment that allows a team to take risks, make mistakes, forgive, and recover.
Instructions: Complete the following for your stakeholder analysis and findings report. Support your writing with information from your course readings and other research you’ve conducted. PLEASE USE SAMSUNG.
*Conduct a stakeholder analysis. Use the analysis approach of your selected model and conduct a stakeholder analysis to assess the change impacts. Describe the methods you used and what you observed from your stakeholder analysis. Analyze 3-5 stakeholders.
*Create a change diagram or model of the inputs and outputs needed to reach the targeted change state. Align the inputs and outputs to your stakeholder analysis. Refer to systems thinking research to help illustrate the big picture and interactions within.
*Analyze the organization’s culture and climate for change. Describe the organization’s corporate culture such as the leadership structure, organizational structure, and internal systems. In other words, what are the goals, roles, procedures, and relationships? Consider the different roles and responsibilities.
Summarize the mission and vision of the organization and how they tie in with the organization’s business practices or the way they operate. Include stories about the organization that support or conflict with the organization’s stated values, beliefs, et cetera.
*Assess the organization’s readiness for change. Summarize the stakeholder analysis and organization culture. Discuss the themes you found from the analysis. Use the models/components you selected and frame the organization’s readiness for change.
References: McCalman, J., Paton, R. A., & Siebert, S. (2016). Change management: A guide to effective implementation (4th ed.). Sage.
Marquardt, M. J. (2011). Building the learning organization: Achieving strategic advantage through a commitment to learning (3rd ed.). Nicholas Brealey Publishing.
Manning, C. A., Waldman, M. R., Lindsey, W. E., Newberg, A. B., & Cotter-Lockard, D. (2012). Personal inner values: A key to effective face-to-face business communication. Journal of Executive Education, 11(1), 37-6.
Rothwell, W. J., Stavros, J. M., & Sullivan, R. L. (Eds.). (2015). Practicing organization development: Leading transformation and change (4th ed.). Wiley.
Flood, R. L. (2014). Rethinking The Fifth Discipline: Learning within the unknowable. Routledge.
Chapter 18, “Organisational Learning and Transformation,” pages 129-141.
Misha, H. (2007). Light bulbs and change: Systems thinking and organisational learning for new ventures. The Learning Organization, 14(6), 499-508.
Zulauf, C. A. (2007). Learning to think systemically: What does it take? The Learning Organization, 14(6), 489-498.
Karagianis, E. (2001, Winter). The art of dialogue. Spectrum. http://spectrum.mit.edu/articles/the-art-of-dialogue/
Presencing Institute. (n.d.). Dialogue on leadership. https://www.presencing.org/aboutus/theory-u/leadership-interview
Drybrough, J., & Goddin, D. (2014, February). Dialogue. Training Journal, 31-35.
Senge, P. M., Lichtenstein, B. B., Kaeufer, K., Bradbury, H., & Carroll, J. S. (2007). Collaborating for systemic change. MIT Sloan Management Review, 48(2), 44-53.
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