1) Organizational change begins with individual change, not at the organizational level, as change needs to impact individuals first to then impact the whole organization. 2) Barriers to change include lack of understanding of customer needs and ground realities. Leaders need direct experience with customers to truly understand market realities. 3) For change to be successful, leaders need to focus on individual development and involve employees in implementing change, not just make decisions from the executive level. The video emphasizes that change starts from the individual level.

1. (Mt) – GMT521- Discussion 10
Unformatted Preview Student 1 AREEB ALBARGAWI Individuals as drivers of
organizational change The organizational change enables an organization to institute
significant changes in its structure, such as its culture, operational or technological
infrastructure, or its internal systems & processes (Kaufman, 2017). The failure rate of
organizational change is 70% and this is not because the employees or the leaders are
incompetent but because the focus of the leaders while making the change is on the
organization as a whole and not on the individual. The change-makers in the organization
should understand that the change begins with the individual and not the organization and
focusing on the individual person per se would give them the requisite results. The change
has to start at the lower level because that is where the change is most visible. Merely taking
the decisions at the executive level doesn’t make the change successful, for it to be
successfully implemented and show the results, it has to begin at the individual level taking
into consideration the employees who has to implement the change or who will be directly
impacted by the change. Therefore, successful change management begins with the
individual and not the organization. Barriers to change The barrier of cultural diversity
stigma and the barrier of lack of knowledge of the ground reality was very similar to the
experiences that I had. In the video, the example of Toyota was discussed wherein the
Japanese executives were not agreeing with the fact that Trucks and SUVs are bought by
middle-class families and according to them these vehicles are bought by rookies and
cowboys hence there wouldn’t be many sales of such vehicles in the USA. It was only after
they went to an event wherein, they saw almost every middle-class family having trucks and
SUVs did they got to know about the ground reality. They agreed to specifically build trucks
and SUVs for middle-class families in the USA. A similar thing happened to me in a
multinational company that was working in diverse fields it planned to enter the gaming
industry. The leaders of this company were targeting only the people below age 25 because
they thought that only a very limited number of people above 25 have time to play
video/mobile games. However, they were unaware that more than 40% of gaming players
are above the age of 25 and were leaving this segment without actually knowing the ground
reality. Facilitating change through the principles shared in the video The video is based on
the theme that change begins with an individual and not the organization. Whenever an
organizational change is to be taken, the organization as a whole is considered and the most
important part of the organization i.e., the employees are not taken into consideration
(Augustsson et al., 2017). This is the reason why most of the change initiatives are

2. unsuccessful because the change should start at the individual level and not the
organizational level because only when the change would impact the individual would it
help impact the whole organization. The champions of change are also to be chosen very
wisely while initiating the change. While the change is in process, many companies make
the mistake of making the executives who are the decisionmaking authority as the
champions of change and these executives are considered to be the most reliable to initiate
the change. However, the champions of the change should be people working at the ground
level and implementing those changes and not the executives who only took the decision of
making the change. Change path model The change path model is related to the approach
that has been offered in the video. According to Ingols et al. (2020), Lewin’s change path
model consists of three different steps of making change namely: a. The first step is for the
leaders to understand the problems or lacunas that are present in the organization. b. The
second step is again for the leader to make the employees understand about the need for
the change to fill those lacunas. c. The third step is for everybody to accelerate the change.
The discussion in the video is also on similar grounds, it discusses the role of both the
executives and the employees in initiating the change and the role of executives in teaching
the deep details of the change to the employees working at the lower level so that they
could implement it properly. Student 2 AFNAN ALQAHTANI Importance of Individual
Change Organizational change intensively depends upon individual change as the
organization is the compound of multiple individuals performing their assigned duties and
tasks to accomplish the overall organizational goal. Hence, their performance is highly
impactful on the success and failure of the organization. So yes, I agree that organizational
change begins with individual change, not the organization itself. According to the video, the
writers told us that almost 70% of the change managers fail to implement change during the
change idea plan, and 30% get successful. The reason behind that is the incompetent and
inefficient set of knowledge and approach used in initiating change, while 30% study the
roots and evaluate the approaches according to them (INSEAD, 2008). Barriers to change 1.
Failure to identify need The main barrier is the identification of the need for change which
is because the mid map of the individuals or managers get rigid and sticks to the old idea
and practices as they have played a major role in the success and profitability of the
organization, so they do not plan to get flexible with change (INSEAD, 2008). 1. Failure in
moving When the need for change is identified, most managers and organizations fail to
move toward the change implementations and planning to engage in new practices. They
cannot learn how to initiate the change and make it successful, so they resist taking risks
(INSEAD, 2008). 1. Failure in accomplishing Even when these kinds of organizations that
are more focused on organizational structure and systems thrive for the change, they fail to
help their individuals find the gaps and practice the change by learning new skills and
knowledge (INSEAD, 2008). Principles 1. Contrasting According to the video, the basic
principles consist of contrasting and confrontation of the change in any organizational
setting by the managers and the top management whom the change champions. The
contrast helps the organization and managers to learn about the multiple alternatives and
ideas which clarify the success-oriented change practice and risk-oriented plan (Vanclay &
Hanna, 2019). 1. Confrontation Confrontation with the desire or need is important to make

3. the change plan successful and achieve the desired future goal. Hence, confrontation is
crucial for any change initiative and change agent to perform and evaluate the change plan.
The struggle can be identified by helping the employees develop their skills and knowledge
according to the desired position. (INSEAD, 2008). Models Change Path Model The most
relatable model with the discussion in the video for organizational change and linking it
with individual change is the change path model because it comprises of following steps
such as (Deszca et al., 2020). 1. Awakening This step identifies the need for change after
researching and surveying the market and studying the gaps. 2. Mobilization Then the
managers must train their employees to get adaptable to change and flexibly perform in the
easier implementation of the change plan. 3. Acceleration The managers must confront the
change and employees to align on the same page, so no ambiguity is left behind. They
should focus more on individual development in order to achieve organizational
development (Zebian, 2022). 4. Institutionalization When individuals are trained and
motivated enough towards the change process, their performance must be evaluated to
keep it strategic and aligned with the goals (INSEAD, 2008). Reference