Assessment Coursework Guide for Criteria 2 (UGB371)

2. Based on your analysis, identify the strengths and weaknesses within the organization related to its approach managing and
leading change (including the human aspects e.g., creating readiness and overcoming resistance)

(Range of word count between 800 to 1000)

Skill 3: Analysis
i. Selecting and applying the appropriate theories/concepts
ii. Identifying and explaining possible causal factors
iii. Identifying and explaining possible consequences
iv. A chain of reasoning: may be exemplified by explaining causes or consequences

Based on your 2(TWO) chosen range of model & framework from Assessment Criteria 1 (please use it to identify the Strength &
Weakness from your Chosen Health & Wellness Company),
No. Models and frameworks Strength Weakness
(Provide 2 point) (Provide 2 to 3 point)
1. Lewin’s change management model Reason: Reason: Dislike of change.
Explanation: Explanation: People simply do not
want to change.
Reason: Reason: Discomfort with uncertainty.
Explanation: Explanation: Dislike of ambiguity,
fear of the unknown.
You may create and design
such a table based on the
readiness for change above.

Your elaboration should focus

more on the STAGE &
Characteristic for Assessment
Criteria 2.

But, based on the Strategies

Colum, it will assit and help
you to design your Action Plan
for Assessment Criteria 3.
Action Plan to overcome unproductive resistance to change

1. Listen First, Talk Second

The first strategy to overcome resistance to change is to communicate. Communication is key — you already knew that. However, try
letting your employees initiate the conversation. People want to be heard and giving them a chance to voice their opinions will help
alleviate the frustration they feel over the situation.

2. Communicate the Reasons for Change

The next strategy to overcome resistance to change is to communicate the why, what and how. Develop a communication plan that is
more than just telling your employees what you want them to do. Effective communication segments and targets each audience, focusing
on what they care about and need to know. Underline why this change will benefit them.

3. Get Excited
How you communicate the change has a huge impact on how much resistance to change will occur. If you wholeheartedly communicate
the reasons for change, your conviction will be contagious. Any hesitancy will undermine the operation.

4. Make it About Employees

Change is only possible if your human resources are on board, so make sure changes are approached in terms of the employee. If you are
implementing a new software system — plan your project through the lens of user adoption rather than focusing on the technology. It’s
not about what the technology can do, it is about what the user can do with the help of this new technology.

5. Delegate Change
A great strategy to overcome resistance to change is: Fight resistance with culture. Train team members who are natural leaders first.
They will serve as role models and influencers for the rest of your employees. This has a ripple effect.

6. Show Them the Data

While resistance to change is usually emotional rather than logical, it can be helpful to use some hard facts as a supplementary strategy.
Let your employees see the data for themselves. This is a great way to simultaneously show transparency and demonstrate the need for
improvement.

7. Implement in stages
 Whether digital or other, any kind of transformation can’t just happen overnight. There had to be proper preparation leading up to the
change, with plenty of advance warning and participation from employees at all levels. Implementing the plan in stages will employees
are able to tackle the change one step at a time, learning the new and relevant skills as they go.

8. Practice change management exercises

Resistance to change is usually driven by emotions such as fear and feeling threatened. To help combat this there are a number of simple
exercises employees can do to simulate the feeling of change. These exercises, which include folding your arms one way and then
switching them around or bouncing balls to show companies “bounce back” are also just a bit of fun and are non-threatening unlike
genuine change can be. The point of these exercises is to show that though change may be uncomfortable at first, you get used to the new
reality quickly.