The aim of the influence based change I will undertake is to improve the poor communication among Handball team members.
Entry
The officials of the handball team are the primary clients, the handball trainer is the intermediate client, the members of the handball team are the unwitting clients and the Patron of the club is the ultimate client. These clients are significant to the redesigning of the channels of communication among this team ( Schein, 1999) .
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Contracting
It came to my attention that there was the aspect of poor communication among the handball team. Some team members were not aware that training was on going, an evidence that there is poor communication. All of them were committed to enhancing change but did not seem to relate to the problem to poor leadership. We agreed on timeframe of the project, contract terms, confidentiality, roles of each participant and steps to facilitate change (Anderson, 2019).
Data Gathering
I structured a set of questions which were used to collect data in focus group discussions. I emphasized on the importance of respecting each other’s views ( Schein, 1999) . I took active notes of the causes directed to poor leadership and proposed changes to facilitate change.
Diagnosis
I selected data that was specific and relevant to the main problem and identified specific solutions to it. I also noted down the issues that I could engage with easily and touched on issues that were left out.
Feedback
I scheduled a meeting with the Patron and the team trainer to review the data that I gathered so as to initiate bold actions necessary to effect change. Every one of them viewed that poor leadership was the major hindrance to effective communication.
Intervention
This stage will involve the redesigning of the channels of communication through enhancing cooperation among members and providing clear messages that reach all members.
Evaluation and Exit
We reviewed the project’s objective and the results from the discussion. All participants were highly motivated for change. I planned on meeting them after two months to check progress and they planned to consult me farther when need arises (Anderson, 2019).
References
Anderson, D. L. (2019). Organization development: The process of leading organizational change . SAGE Publications, Incorporated.
Schein, E. H. (1999). Process consultation revisited: Building the helping relationship . Reading, MA: Addison-Wesley.
