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Data Imports, Inc. Change Process Chad Eric Donley Grand Canyon University: RES-850 7/31/2013


Discussion3 Descriptive Data..3 Analysis of Data..4 Recommendations5 Conclusion...7 References8 Appendix: Resistance to Change Questionnaire..9

DATA ANALYSIS / CHANGE PROCESS Data Analysis / Change Process Paper This paper is written as an assessment of and recommendation to Data Imports, Inc. and CEO, Daivd Long, as to if the timing is right for the implementation of a sweeping change initiative that will significantly change daily operations at the company. A focus group was chosen to see how they viewed change within other organizations they had worked for and within their current organization. The recommendations in this paper are based on a qualitative and quantitative analysis of the data collected from the focus groups response to an online survey and questionnaire. Discussion The organizational leaders of Data Imports, Inc. are concerned with the uncertainty as to if their organization is ready to embrace the sweeping change initiative in which they hope to embark. Thus the respondents were asked to complete a Likert Scale survey designed to measure individual employees readiness for change. Then they were instructed to answer the questions based on how they personally had behaved towards change (based on a survey from

Cinte, 2006). Based on the examination of the quantitative and qualitative data collected from the respondents and when compared to John Kotters action plan for change (Kotter, 1997); the findings indicate a moderate to high readiness for change of Data Imports, Inc. (see Table 1). Descriptive Data A sample of twelve people was identified to represent the focus group and partake in the online survey and questionnaire of which eight responded. Five of the respondents were female and three were male ranging in age from 22 to 62 years. More than half of the respondents reported to have had managerial experience. Four of the respondents were college educated and the remaining fours education were unknown.

DATA ANALYSIS / CHANGE PROCESS Analysis of Data Table 1 Employee Focus Group Data Imports, Incorporated Theme In Support of Change Sample Responses

I emphasized the change and supported it to my full ability. Did whatever needed to be done. Communicated to the management chain that I believed in the new direction and offered whatever services I could. Worked as hard as I could to help with the change.

Resistance to Change

I voiced my indifference. I seek to question the wisdom of the decision. I probably wouldnt put too much of my time into trying to make it work. I try to express my discomfort with the change.

Need for Communication

Communication and openness are the key. Talk to you about what you should be doing. Good communicators can target areas they know are going to be affected, and sneak in some suggestions to get the employees talking and thinking of ways to improve their area.

Need for Education

Educate the workers about the change and explain why the change is needed. They explain to their people why change is necessary and listen to their concerns about it. It must educate their workers of the necessity of the change.

DATA ANALYSIS / CHANGE PROCESS Make sure that everyone understands the reasons behind the needing to make a change. Employee Involvement at All Levels Meet with all levels of workers. Employees need to feel valued and respected. Make sure that everyone understands the reasons behind needing to make a change. I would advise that the leaders should involve all levels in the change discussions so that they have ownership of the change.

Note. Adapted from APA sample word table (American Psychological Association, 2010, Table 5.16, p. 149). Quotes originated from Grand Canyon University (2012). Based on the above findings and the responses of the focus group; the organizational leaders of Data Imports, Inc., in order to implement a successful change transition, most focus and play to the strengths of its employees when they are in support of change and must also be cautious of when employees are resistant to change for they will vocalize their complaints to others. Based on the results of the Likert scale survey, a strong majority of the respondents agreed that they would complain and/or speak negatively about change to others inside and outside of their organization (see Appendix: Resistance to Change Questionnaire). Further, table 1 shows that employees are more likely to embrace and support change when there is clear communication of and education on the purposed change and when all employees at all levels feel a sense of involvement in the change initiative.


The organization must take a holistic approach to see the change through. Therefore it is the recommendation of this author that the organizational leaders must emphasize Kotter and Rathgebers (2006) eight-step process for leading change. These steps will aid in the management appealing to their employees need of communication, education and feelings of being included and involved in the change. Further they will aid in the management being able to foster avenues for employees to communicate concerns to management rather than others. Step one is to establish a sense of urgency (Kotter, 1997). Leaders must help others see the need for change and this will help convince them the importance of supporting the change. The respondents reported that when they were in support of a change they would support the change to their full ability. One respondent claimed that when they were in support of the change, they would work as hard as I could to help with the change (GCU, 2012). Steps two through four all help in addressing the employees needs of communication, education and a sense of involvement at all levels for embracing and supporting a change initiative. Step two is creating a guiding coalition and assembling a group at all levels to support the change and encourage others to do the same (Kotter, 1997). Steps three and four are creating a communicating a vision for buying into the change. Kotter and Rathgeber (2006) stress the importance of leadership making sure as many people as possible understand and accept the vision and the change strategy. Practically all participants make it clear that communication and education was absolutely necessary for successful change. Steps five through eight, although not directly expressed by the participants, are equally important to affect a holistic approach to the change initiative. Step five includes removing obstacles to change, change systems or structures that seriously undermine the vision, and

DATA ANALYSIS / CHANGE PROCESS encourage risk-taking and nontraditional ideas, activities, and actions. Step six encourages leadership to make short-term wins though achievements that are visible and then by recognize and rewarding those who are involved. Step seven then encourages the leaders to use these short-term wins to foster ongoing change. Finally, step eight involves incorporating the change into the culture of the organization. According to Kotter and Cohen (2002), the only way a change will stick is for it to become embedded into the very culture of the organization. Conclusion

Those who lead change successfully are those who identify a problem and/or a solution to a problem and then show others by using engaging and compelling situations to change behavior (Kotter & Cohen, 2002). Data Imports, Inc. must develop a communication, education and a participatory organizational structure on all levels as a foundation for their change efforts provided the management must convey a tone of urgency throughout. Employees will most likely view these changes a improvement, which will then illicit their cooperation and support the change, which will then ready the organization for its deliverable-related change effort. Then, management can integrate Kotter and Ratherberger's (2006) eight steps for a holistic approach to the change initiative.

DATA ANALYSIS / CHANGE PROCESS References American Psychological Association. (2010). Publication manual of the American Psychological Association (6th ed.). Washington, DC: American Psychological Association. Cinite, I. (2006). Measurement of perceived organizational readiness for change and employees' attitudes toward change in the public sector (Doctoral dissertation). ProQuest Dissertations and Theses. (NR13391)
Grand Canyon University. (2012). Qualitative analysis resource. Available from https://lc.gcu.edu/

John Kotter's Action Plan for change. (1997). Strategy & Leadership, 25(1), 21. Retrieved from http://search.proquest.com/docview/194370764?accountid=7374 Kotter, J., & Cohen, D. (2002). Heart of change. Boston: Harvard Business School Press Kotter, J., & Rathgeber, H. (2006). Our iceberg is melting: Changing and succeeding under any conditions. New York, NY: St. Martin.

DATA ANALYSIS / CHANGE PROCESS Appendix: Resistance to Change Questionnaire

Figure 1: Frequency distribution of participant responses to the Resistance to Change Questionnaire.