Running head: CHANGE MANAGEMENT 1 CHANGE MANAGEMENT 2 Change Management Tiffine C. Bourland Business 4802 09/02/16 Change Management Organizational management encounters changes in daily basis, and the appropriate method of managing such changes must be adopted to ensure business continuity and that none of the employees is affected adversely by the change implemented. In managing teams, as a leader, some of the strategies to follow when implementing changes include such as the proper ways of addressing conflict when conducting Team Learning. This process of Team Learning entails aspects of ensuring that every member of the team participates and engages in the team’s activities effectively. The best exercise that was involved in Team Learning in acquiring the most out of the team was team building. This involved various activities that saw the different members engaging and participating together, since most of the activities held in team building required togetherness and unity (Lawrence, 2015). In management, a way to ensure that each member of the fraternity is involved in an activity is necessary (Change Management Institute, 2013). This will ensure that unity is maintained within the given organization, for a positive change and development for better productivity. Most of the members reacted positively after the activity, with enhanced and positive attitudes towards the management and the entire change that was to be introduced. During the activity, some of the actions that most members engaged in were unplanned, in that they had to switch to the given activities when they were introduced. This fosters a quick adoption of a change within an organization, and ensures a warm reception of a positive change. In the planned activities, some members resorted to handling them with routine methods, while others sought different perspectives. This enhances creativity in solving problems and handling challenges within an organization. References Change Management Institute. (2013). The effective change manager: The change management body of knowledge. Lawrence, P. R. (2015). Leading change: How successful leaders approach change management. Running head: CHANGE MANAGEMENT 1 CHANGE MANAGEMENT 2 Change Management Tiffine C. Bourland Business 4802 08/26/16 Change Management Ground rules are essential for most teams’ success, however; those that do not use the ground rules successfully, in most cases fail in the long run (Workman, 2004). Organizations need to use ground rules consistently to help them make better decisions and implement the decisions to increase the satisfaction of tem members. The guidelines or ground rules for viable groups portray particular practices that enhance how individuals cooperate. They give more direction than procedural guidelines, for example, “Put your mobile phones on vibrate” and “Begin on time, end on time,” or moderately dynamic ground rules, for example, “Approach e ...

1. Running head: CHANGE MANAGEMENT
1
CHANGE MANAGEMENT
2
Change Management
Tiffine C. Bourland
Business 4802
09/02/16
Change Management
Organizational management encounters changes in daily basis,
and the appropriate method of managing such changes must be
adopted to ensure business continuity and that none of the
employees is affected adversely by the change implemented. In
managing teams, as a leader, some of the strategies to follow
when implementing changes include such as the proper ways of
addressing conflict when conducting Team Learning. This
process of Team Learning entails aspects of ensuring that every
member of the team participates and engages in the team’s
activities effectively. The best exercise that was involved in
Team Learning in acquiring the most out of the team was team
building. This involved various activities that saw the different
members engaging and participating together, since most of the
activities held in team building required togetherness and unity
(Lawrence, 2015).
In management, a way to ensure that each member of the
fraternity is involved in an activity is necessary (Change
Management Institute, 2013). This will ensure that unity is
maintained within the given organization, for a positive change
and development for better productivity. Most of the members

2. reacted positively after the activity, with enhanced and positive
attitudes towards the management and the entire change that
was to be introduced. During the activity, some of the actions
that most members engaged in were unplanned, in that they had
to switch to the given activities when they were introduced.
This fosters a quick adoption of a change within an
organization, and ensures a warm reception of a positive
change. In the planned activities, some members resorted to
handling them with routine methods, while others sought
different perspectives. This enhances creativity in solving
problems and handling challenges within an organization.
References
Change Management Institute. (2013). The effective change
manager: The change management body of knowledge.
Lawrence, P. R. (2015). Leading change: How successful
leaders approach change management.
Running head: CHANGE MANAGEMENT
1
CHANGE MANAGEMENT
2
Change Management
Tiffine C. Bourland
Business 4802
08/26/16
Change Management
Ground rules are essential for most teams’ success, however;
those that do not use the ground rules successfully, in most

3. cases fail in the long run (Workman, 2004). Organizations need
to use ground rules consistently to help them make better
decisions and implement the decisions to increase the
satisfaction of tem members. The guidelines or ground rules for
viable groups portray particular practices that enhance how
individuals cooperate. They give more direction than procedural
guidelines, for example, “Put your mobile phones on vibrate”
and “Begin on time, end on time,” or moderately dynamic
ground rules, for example, “Approach everybody with
deference” and “Be useful.” For every guideline, everyone
should understand what it implies, how to utilize it, and what
results it will help you accomplish. By making the guidelines
express, you urge people and groups to utilize them reliably
(Phillips & Gully, 2012).
The above ground rules helped in one of my group works at the
University and everything went as planned (Phillips & Gully,
2012). When I also joined the corporate world, I realized that
putting your phone on vibration is essential since it distracts no
one. The first team’s objective was to help all students work
together in achieving their objective of working on assignments
together. Corporate world or business group also was aimed at
working together to achieve our objectives. Both of these two
teams I have worked with have always been successful at all
levels. As a tem, people usually have diverse opinions and they
sometimes fail to achieve their objectives. When the ground
rules are not aligned with every member’s objective, it becomes
difficult to handle some members and this causes tension.
In both the two groups, discussion of ground rules remains
essential because they helped team members achieve their
objectives (Workman, 2004). It was evident that many team
members fail to be sensitive of establishing parameters of
consensus building, which very essential for setting ground for
ground rules.

4. References
Phillips, J., & Gully, S. M. (2012). Organizational behavior:
Tools for success. Mason, OH: South-Western Cengage
Learning.
Workman, M. (2004). Goals, relationships, information and
processes in global virtual team performance. International
Journal of Management and Decision Making, 5 (4), 348-372.
Running Head: CHANGE MANAGEMENT
1
CHANGE MANAGEMENT
3
Change Management
Tiffine C. Bourland
Business 4802
08/19/16
Differences between dialogue, discussion and debate

5. In an organizational setting, learning is facilitated through
dialogue and there exist variations between debate, dialogue,
and discussion. The following are the key differences between
the three;
Dialogue primarily refers to a communication whose central
goal and objective is the establishment of an agreement, from
perspectives that are not the same and that are different.
Dialogue is relatively different from a debate in that
communication in a debate works towards outwitting one
another between two parties and with the objective of winning
in such an argument (Cushman, & King, 2005).
Discussion, in the context of communication, differs from
dialogue in that though two parties share their ideological
perspectives, there does not exist a motive to come to an
agreement or a central ground between the two sides. The
parties’ do not either discuss with any intentions of working to
a point of understanding (Polsky, & Gerschel, 2010).
The value of dialogue in helping a team to learn and change
Dialogue plays a monumental role in facilitating the learning as
well as in promoting change in a team. Dialogue helps a team to
learn in that it contributes towards diversity in the perspective
of those that participate. Diversity helps a team to get to acquire
new knowledge and information regarding value additive
experiences from the different points of view in a dialogue. The
innovativeness of a team is enhanced through dialogue, and this
is as a result of learning and the acquisition of new information
and knowledge from diverse points of view. Dialogue,
therefore, is a valuable tool for team learning in an

6. organizational set up (Cushman, & King, 2005).
Dialogue is essential in facilitating the adoption of a change in
a team and a corporate setting. Through dialogue, the team
leader is capable of providing a point of view regarding a
change that is collective and that works towards mediating a
consensus relating to the value of change (Hiebert, & Klatt,
2001).
Ground rules to reach this level of conversation
There are fundamental ground rules that are central for
successful dialogue. One of the key ground rules is active
listening for every party that participates in a dialogue. A
dialogue does not involve contention or competition to prove
the superiority of one’s ideas. Active listening must be adhered
to for dialogue to continue.
Another ground rule is not to contest or argue to invalidate the
perspective of the other party that takes part in a dialogue. The
sharing of an individual’s personal point of view or story is
critical and not judge others or try to dispute their story
(Hiebert, & Klatt, 2001).
Another ground rule in dialogue is not working for an
agreement for the parties involved but rather, working towards
gaining an understanding of the perspective of a different party.
Understanding is the central goal of obtaining a common
ground.

7. Designing an effective dialogue session
To successfully design a dialogue session, there are key aspects
that ought to be considered. The first and relatively important
consideration that should be put in place are ensuring that those
that participate in the session have an understanding of the
ground rules that ought to be adhered with. Ensuring that
disrespectful or discounting words are not used in the dialogue
is essential in designing a successful dialogue session (Hiebert,
& Klatt, 2001).
Ease or Difficulty of conversing at this level
Conversing at the level is faced by key challenges. A major
challenge is ensuring that one’s personal opinions and bias are
entirely avoided in a conversation during a dialogue. This is
most definitely a huge challenge. The perspective given during
a conversation in dialogue could be indirectly and unknowingly
watering down the point of view perspective individual involved
in the dialogue. This further makes conversing at the level of a
dialogue challenging (Cushman, & King, 2005).
References
Cushman, D. P., & King, S. S. (2005). Communicating
organizational change: A management perspective. Albany:
State University of New York Press.
Hiebert, M., & Klatt, B. (2001). The encyclopedia of leadership:
A practical guide to popular leadership theories and techniques.
New York: McGraw-Hill.

8. Polsky, L., & Gerschel, A. (2010). The Perfect phrases for
communicating change: Hundreds of ready-to-use phrases for
maintaining focus and productivity during organizational
change. New York: McGraw-Hill.
Running head: CHANGE MANAGEMENT
1
CHANGE MANAGEMENT
2
Change Management
Tiffine C. Bourland
Business 4802
08/11/16
Change management describes the transitioning of people,
groups, companies as well as projects from their current state to
a different one. Organization change has an impact on the entire
organization (Krawford, 2010). Change within organizations
may be attributed due to the aspect of globalization which thus
result in rapid advancement in technological changes, the issue
of cultural diversity within the society and the environmental
resources. Thus, in the achievement of organization
performance, there is a need to recognize a change as well as
effective strategies to carry out the implementation of the
change (Kurt, 2013).
Moreover, there exist internal and internal factors which
influencing change. The approach of change management there
involves the application of structured methods which focuses on
steering the business from its present state to a future state of
preference. There is focus on wider impacts in the change
process, which may focus on people, either as individuals or as

9. teams and their movement from their present state into their
future state (Krawford, 2010).
Change management within organizations can be significantly
enhanced whereby the organization’s staff exhibits people who
demonstrate commitment and willingness to learn and
consequently be in a position to expand (Kurt, 2013). There
exist five disciplines which can promote organization
development; these are the Shared vision, mental models,
Personal mastery, Team learning and System thinking.
The three disciplines I will choose are the Shared Vision,
Mental Models, and Personal Mastery. These disciplines play a
significant role in influencing change management within
organizations (Krawford, 2010). In the concept of shared vision,
my interview experiences which can significantly assist in the
establishment of the disciplines objective is through the use if
interview questions. These are such as; “What do we focus on
creating together,” therefore, in this case, there is initial
adequate consideration through a conversation on what shared
vision exists within the team. As a result, there is the
development of a common understanding concerning the
people’s aspirations, and this approach consequently builds
their commitment concerning the change within the organization
(Krawford, 2010). Thus, through organization’s leadership
influence, there is the creation of positive visioning among the
employees hence enabling in the achievement of realistic goals.
Besides, this will thus enhance team development within the
organization, and as a result, enable the establishment of a team
in the achievement of the organization’s goal.
The second discipline of mental model focuses on addressing
individual mindsets, beliefs, and values which consequently
influences on how people think and act. The provision of
information concerning a change will thus make them align
their thinking towards the change process within the

10. organization (Kurt, 2013). The approach will thus assist in
reframing their thinking, which will thus enhance the change
process within the organization. Moreover, the concept will
promote the aspect of self-actualization, thus promoting the
organization's focus on the achievement of the change process
within the company.
The concept of personal mastery in change management focuses
on the establishment of self-awareness of the employees within
the organization. It further outlines mechanisms to manage
change among employees sensitively through the establishment
of relationship within the organization. Therefore, the
employees will develop a sense of willingness to adopt new
opinions from the team members. The approach will thus enable
development of team strategy with the focus of realization of
the organization's goals (Krawford, 2010).
The theory behind the discipline is Kotter’s change management
theory as it focuses on people’s responses concerning the
change process as demonstrated by its focus on team building.
Moreover, it focuses on the establishment of the team’s visions,
and thus it is a beneficial model as depicted by its step-by-step
approach (Kurt, 2013). Additionally, it first focuses on the
acceptance of the change process through participant’s
preparation.
As a facilitator, my objective was to gather people together who
were part of a team and thus had a shared vision. Thus, as a
discipline of learning, shared vision goal is to enhance the
commitment of a group through a story which creates a big
picture among my team (Krawford, 2010). Thus, as a facilitator,
my perspective was to establish a common view concerning the
future development, hence outlining the means and strategy
which can assist the team to actualize their desire. The purpose
of the sessions in the teamwork is to observe their insights in
the facilitation process and hence establish team building and

11. consequently to support the functioning of a team.
Therefore, as a team facilitator, the activity was a success due
to the demonstrated team participation as well as contribution
among the members (Kurt, 2013). Through the session, the team
members were active in the provision of good ideas which thus
played a great role in enhancing the vision implementation.
Thus, through the session as a facilitator in the business
environment, the concept of team development made it possible
to demonstrate that through a team, different perspectives are
generated. Team participation and influencing resulting in the
achievement of most target objectives.
The change of contract will involve approach such as freeze and
unfreeze concept. The unfreeze approach focuses on people’s
preparation for the change process. It is an essential part of the
change process due to its role in managing issues of resistance
to change. My experience on the session concerning the three
disciplines was that change can be effectively carried out within
an organization through appropriate team development within
organizations (Krawford, 2010). The recommendation of the use
of the change management approach is that to enhance the
change process within organizations is that, there is a need for
clear goals to be set within a company. Additionally, to avoid
cases of staff resistance, it is recommendable for staff
involvement in the decision-making process.
Reference
Krawford, K. (2010). Change Management and change process.
New York: University Press.
Kurt, C. (2013). Change Management model. New York:
McGraw-Hill.

12. Running head: CHANGE MANAGEMENT 1
CHANGE MANAGEMENT 4
Change Management
Tiffine C. Bourland
Business 4802
08/19/16
In my second session of team development, I would wish to
achieve good communication skills and creativity in my team.
Good communications will facilitate mutual understand of one
another in the team as well as improve teamwork and
cooperation within team members. On the other hand, creativity
will boost innovation in the business organization. The learning
discipline I will apply with my group is Team Leaning
discipline. The exercise I will use to promote capacity in team
based on team learning involves constructing something which
is known as “If you build…it”. In the exercise, my team
members will be expected to engage in a building exercise using
shapeless blocks where the person who builds the tallest wall
will be the winner.
The intended purpose for session two of team development
is to improve communication skills in the business organization
as well as boost creativity among the team members. Today, we
live in a world where innovation has taken over the business as
many business organizations are competing through innovation.
In addition, communication has also become a key aspect of
business operations. Without proper communication in a
business organization, operations would be challenging thus

13. leading to failure. This session of team development intends to
improve communication and creativity.
Change management is the procedure and techniques used
in a business organization to manage individuals in an effort
bring significant change to the organization (Reiß, 2012).
Change management employs tools that can spearhead
individuals in the direction of bringing successful changes to
the organization. Team learning involves teamwork aimed at
achieving a common goal. In team learning, we have
discussions between members, conflict resolutions and
dialogues. Systems thinking involve management of complex
systems in an organization that depend on each other to operate
successfully. The learning discipline I have selected is Team
learning which involves working together as a group to achieve
a common goal. The reason why I selected Team Learning is
because Team Learning matches the business organizational
design. Team learning is important in creating teamwork,
improving communication skills as well as enhancing creativity
among group members (Gafney & Varma-Nelson, 2008).
The group exercise I have selected is “If you build it…”
which involves a construction activity whereby the person who
constructs the tallest wall using shapeless blocks becomes the
winner. In the exercise, the members will arrange themselves in
pairs whereby each pair will work together. This team
development material will be very useful in team development.
The team members will learn how to consult one another and
come up with great ideas. The organization for my project is a
business organization which manufactures snacks. The
organization focuses on coming up with new innovations in its
production. The aim of this business organization is to deliver
what is currently needed in the market. Therefore, the
organization needs to conduct team development sessions
regularly in order to strengthen its teamwork as well as come up
with more innovative ideas.
The session tow of my team development will take place
on 20th August, 2016 at 9.00 am to 2.00 pm. The organization

14. team members participating in this session include the
following:
· John Arthur, sales manager
· Lewis M. George, supervisor
· Dennis Green, production manager
· Titus Wilson, member
· Gideon Robert, member
References
Top of Form
Reiß, M. (2012). Change management: A balanced and blended
approach. Norderstedt: Books on Demand.
Top of Form
Gafney, L., & Varma-Nelson, P. (2008). Peer-Led Team
Learning: Evaluation, dissemination, and institutionalization of
a college level initiative. Dordrecht: Springer.
Bottom of Form
Bottom of Form
Tiffine C. Bourland
Business 4802
08-06-16
Summary in Narrative Form
The intended purpose of this exercise is to showcase the
employment of cultural and ethical principles when undertaking
a change in an organizations setup. The aim is to develop a team
that is capable of making up to changes in an organization and
feels incorporated in the organization’s set up and undertakings
(Lewis, 2014). It is to modulate a team to the specified mode of
understanding that should accompany the changes underwent in
the organizational.
Change management is the approach used in transitioning
individuals, teams and organizations using methods intended to
redirect the use of resources, allocations in business processes

15. and other modes of organizational reshapes. It is a consideration
of what should change in terms of principles and practices
focused on the individuals to be affected by the change
(Cameron, 2012).
The shaping in consideration to personal mastery is to make the
individuals have a deep personal vision in developing patience
and strategizing to achieve realistic goals. Moreover, mental
model symbolizes the external concept of reasoning and
cognition when it comes to decision making in anticipating
events to come by (Reiß, 2011). With these events being put in
place, the concept of shared vision is achieved by having the
forward looking mode of thinking shared among the team
members in anticipation of a better future and ways to deal with
circumstances likely to arise.
The learning discipline I have selected is the concept of self
actualization when it comes to handling issues to do with
change. With consideration of self actualization, an individual
is in a position to realize his or her self worth when it comes to
handling things. It gives the individual the feeling that he or she
is capable of achieving and any back draws do not actually deter
his or her progress (Lewis, 2014).
The group exercise I have selected is the mental model. With
the knowledge that self actualization is in the mental status of
an individual, working on the mental model is a big step in team
development. This is in line with the anticipation that the
people will be in a position to connect between their inner
selves and the external presentation of the goal to be achieved
(Cameron, 2012). Therefore by relating the discipline of
learning and the exercise to be employed, change management
will be effective with regard to the intended achievement.
The organization I have selected for the project is a business
organization. Due to the changing nature of businesses in the
current world of marketing, outline and structure, the project
will be quite valid as it will address the actual concept of
change, the likely effect and the ways to address them. With the
knowledge imparted on the basis of industrial change,

16. employing the concept of self actualization and the mental
model, the team will be in a position to make relations
concerning the impact of change to be experienced. In regard to
this, they will relate the external accompaniment with their
inner knowledge and anticipation and the outcome of the play
will be applicable in shaping up to the change (Reiß, 2011).
References
Reiß, M. (2011). Change management: A balanced and blended
approach. Norderstedt: Books on Demand.
Cameron, E., & Green, M. (2012). Making sense of change
management: A complete guide to the models, tools and
techniques of organizational change. London: Kogan Page.
Lewis, S., Passmore, J., & Cantore, S. (2014). Appreciative
inquiry for change management: Using AI to facilitate
organizational development. London: Kogan Page.
Team Development Session
The exercise that I chose in order to experience the chosen
discipline of self actualization is mental model. The reason for
choosing this model is because self actualization and the mental
status or acuity of the individual go hand in hand. This
therefore means that the mental model is a big part of team
development. While I can say that the exercise went according
to plan, there were some challenges that were encountered and
that we could have done differently. A great part of the
exercise was the utilization of the concept of self actualization
so it could work in conjunction with the mental models
discipline. However, since this was a team undertaking, self
actualization varied from one individual to the next which
meant derailed the success of program. What I could have done
differently was change the discipline from mental models to
shared vision since this could work better with team work and

17. coordination. From the exercise I learnt that facilitation does a
lot to promote change in the team development session.
Planned and unplanned journeys have opposite effects with
planned journeys promoting development while unplanned
journeys have a counter effect. As stated above, I chose mental
models. With this exercise I realized that mental models as a
discipline has the most effect especially when it comes problem
solving. The mental acuity of the manager depends on the
mental model and determines how well to solve problems in the
work place. Choosing a new direction and committing to that
direction so that it can be a success cannot happen without the
self actualization that is only possible with the discipline of
mental models.