Introduction
Change Endeavor (CE) is a process-driven methodology for successful change management. The goal of CE is to ensure that changes within an organization are well-managed, well-communicated, and successful. At the heart of change endeavor is an emphasis on the three Ps: process, people, and project.
Change endeavor is based on four stages: plan, prepare, implement, and review. The main components of Change Endeavor include defining clear objectives, involving key stakeholders, building commitment, managing risk, tracking goals, and evaluating outcomes. By following the change endeavor methodology, organizations can create a culture of uninterrupted improvement and ensure that all changes are effectively managed, communicated, and delivered. In an organization, change endeavors can be a result of new staffing or implementation of new systems, and different factors, such as good communication and policies, are required for it to be effective.
The Change Endeavor Experience
The change endeavor I am discussing is selling a nursing home to a new company. This unit-wide change was drastic as it affected the entire team. It was a system-wide change as the new company came in with its systems, replacing the original ones the nursing home used. These changes also affected the professional groups in the organization, as some of the staff were let go while new ones were hired to carry out the company’s goals. This shift also affected the nursing home’s culture, as the new company brought in their way of doing things, which was subsequently adopted by the staff.
The change can be categorized as a mystery, as it posed several unknowns to the staff. The most significant of these included how the new company’s systems would work, how quickly they would be integrated, and how the new team would be trained on the new processes. There was also uncertainty regarding how the new team members would fit in and how the staff would adjust to the new culture. These unknowns may have caused the organization a great deal of anxiety and fear.
The changes put significant pressure on the nursing home’s leadership to ensure that the transition was as smooth as possible. They needed to provide clarity and direction to the staff members during this transition (Kaur Bagga et al., 2022). They also had to ensure everyone, including the new team members, was apprised of the changes.
Ultimately, the change endeavor was successful due to the leadership’s commitment to providing clarity and direction and collaborating regularly. Ensuring everyone adjusted to the new environment was essential and enabled the organization to function during the transition period. The most critical factors contributing to success were good communication between the new management team and the existing staff, preparing for the inevitable transition, and having procedures to handle any issue. This successful integration of the latest systems and culture is a testament to the importance of effective change management.
Good communication between the existing workers and the new administration team was essential for the transition to be successful. Good communication is critical to any successful transition. Hence, it is necessary to prioritize building trust and relationships between the two groups and fostering a team environment where collaboration is valued (Errida & Lotfi, 2021). That includes getting to know the existing staff, understanding where they come from and their job history, explaining the changes in detail, and actively listening to their perspective.
New managers should also ensure their existing staff have the necessary resources to excel in their roles (Errida & Lotfi, 2021). Therefore, the new management team had to ensure that the existing staff understood their roles, the changes that would be implemented, and the expectations about their performance. That allowed for better working and understanding between the two groups, making the transition smoother.
The transition was further successful due to the preparation done by the current management team and staff. That included preparing for the transition by gathering necessary documents, having a plan for any changes in management, preparing the staff for the transition, and creating procedures to ensure the transition would be successful. Having policies to handle any issues that may arise during the transition was also an essential factor contributing to the success of the change endeavor (Faupel & Süß, 2018). By having a plan of action in place for any situation, the existing staff and the new management team could handle any issues that may have come up quickly and efficiently.
To make the change process more effective, the new management team could have taken more time to familiarize themselves with the existing staff and the nursing home’s culture. They could have also taken the time to properly communicate the changes and expectations to avoid misunderstandings from any party. Furthermore, they could have established a plan of action that detailed the transition process from start to finish. That would have allowed for a smoother transition, as everyone knew what was expected of them.
Conclusion
The change endeavor at the nursing home was successful due to the factors mentioned above. Proper communication, preparation, and having a plan of action in place for any potential issues that may have arisen were critical to the transition going as smoothly as it did. To make the change process even more successful, more time could have been taken to familiarize the new management team with the existing staff and the current culture of the nursing home, along with having a detailed plan of action detailing the transition process from start to finish.
References
Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success: literature review and case study. International Journal of Engineering Business Management, 13(1), 1–15. Sagepub. Web.
Faupel, S., & Süß, S. (2018). The effect of transformational leadership on employees during organizational change – an empirical analysis. Journal of Change Management, 19(3), 145–166. Web.
Kaur Bagga, S., Gera, S., & Haque, S. N. (2022). The mediating role of organizational culture: Transformational leadership and change management in virtual teams. Asia Pacific Management Review, 28(2), 120-131. Web.