My organization witnessed technological alterations since reporters had to begin shooting their own stories using cameras. As such, I will use Scott and Jaffe’s model to explain my personal experience during the change process. When I was asked to change, I experienced divergent psychological traumas. However, the leader was wise since he acknowledged the effect of the changes on the team members. Indeed, he was always looking for signs that a member needed help.
Initially, when the change was initiated, I faced denial since I failed to acknowledge the importance of the process; furthermore, I did not comprehend the usage of such cameras. I never imagined myself shooting and reporting simultaneously. Indeed, I did not fancy the ideology of change. The leader had to confront me in an assertive manner to make me acknowledge the need for change.
Even though the new idea was to be welcome, I still experienced resistance. I had a sense of dipping morale, which weakened my self-esteem, making me feel tense. I was also angry and feared the whole idea of employing the new system. It was stressful since I wished to embrace the old arrangement that was familiar. However, the leader was supportive because he always listened and allowed me to express my real thoughts openly.
I then started to explore the beneficial part of the change. According to Scott and Jaffe’s model, this corresponds to the exploration stage (Field, Holden, Lawlor, 2002). I was eager to see the positive side of that change, and I began anticipating a better outcome. This feeling eventually overrode my resistance since I was prepared to find a resolution. I had a chance to vent my feelings within a trusting environment while knowing that change was inevitable.
Finally, I began seeking comprehension of the benefits of the change. The optimistic state emerged after an extended period with the help of the team leader. The leader created a positive environment, which made me see the organization and my benefits of the change. This restored my morale and self-esteem, consequently acquiring creative energy. This was enhanced when the leader facilitated discussions about the roles and developed ideas about actions that we would take in the change process.
I then reached a stage where I was optimistic about the alterations and their outcomes. I was sure about my role and ways of accomplishing the predicted outcomes. I was motivated thus prepared to give my extra time and energy to make things work. I was fully committed to making the process successful. The leader was also committed because he created an operational system, provided enough resources and support that was necessary for the actions. There were other factors, which motivated me to engage in the alteration process. For example, the leader promised us rewards if we performed our jobs according to the organization’s expectations. Moreover, the leader considered all the needs regularly.
The good and bad things about the change
The good thing about the change was the presence of a supportive leader who made it simple to attain a successful outcome. This is evident when he motivated me to overcome the challenges. The bad thing about the change was getting used to the new system because I was uncertain about its functionality.
Reference
Field, K., Holden, P. & Lawlor, H. (2002). Effective Subject Leadership. New York: NY. Routledge.