Reflection on the Concept of a Scholar‐practitioner and its Application to Integrate Practices to Effect Change in my Organization
In the context of incorporating change, I have discovered that one of my major strengths involve influence. Based on my understanding regarding the various principles behind the application of the concept of scholar-practitioner to the integration of practices of organizational change, I have managed to be in charge of several collaborative engagements. In this respects, I have previously played a central role in influencing the implementation of various aspects of change in my organization through engagement in professional activities and rational learning. (Bertucci, Borges-Herrero & Fuentes-Julio, 2015) observes that the idea of scholar-practitioner may be analyzed and understood from different perspectives with the consideration of principled and skilled actions towards the attainment of organizational change.
Delegate your assignment to our experts and they will do the rest.
When it comes to the integration of practices that are aimed at effecting changes in my organization, the concept of a scholar-practitioner has always played a critical role in contributing towards the attainment of higher levels of effectiveness within communities and organizations. According to Coleman et al. (2016), the concept of scholar-practitioner embodies leadership and management principles that combine leadership abilities, skills, and knowledge. For my situation in effecting change in my organization, the concept of scholar-practitioner has been crucial as a way of enhancing my personal effectiveness to the extent that I discovered that embracing change was almost inevitable.
In my role in facilitating the realization of change in my organization, I have managed to discover that I have a challenge in embracing the crucial role played by the need to create a sense of urgency which is an initial step according to Kotter’s Eight Step Change Model ( Shawn, 2016). In this respect, the sense of urgency assists in the reorganization workplace and social contributions from employees in an organization to embrace the process of change. Besides, the creation of a sense of urgency concerning the change process in an organization forms part of an integral approach that incorporates leadership, practice, and scholarship.
What Urgency, Change, Management, and Complexity mean to me
Based on the understanding from my strengths and weaknesses, I believe that the creation of a sense of urgency in the process of organizational change is essential in countering the resistance that may come from individuals who are not ready and prepared to embrace change. Naturally, people are not always comfortable with change, considering that some of them may feel that it is going to disrupt the status quo or push them out of their comfort zones ( Clardy, 2013). For me, the meaning of urgency implies the identification and acknowledgment that a service, product, or system requires consideration as a top-priority accompanied by swift actions and seriousness. Besides, urgency requires the discovery of the gravity and imperativeness that needs to be associated with a particular situation or process. In an organizational set-up, the meaning of change to me entails the process that incorporates the organizational structure, operational techniques, and strategies to make a difference.
As noted by Shawn (2016), building a guiding coalition is a critical step towards leading an organizational change process. In this respect, the leadership and management of an organization are expected to assemble or put together a team before equipping them with the relevant skills and resources to influence change. My experience in organizational management has contributed to my understanding of complexity as an aspect that represents the existence of several alternatives or options to different decisions as well as their interdependence. Each of such options could be associated with a certain level of misunderstanding, disruption, or confusion within the organization. To that extent, I would observe that the process of change in an organization may be a complex concept that requires considerable effort in keeping up with the pace of addressing different complexity elements.
Description of the Role I play as a Change Agent
As a change agent in my organization, my role entails promoting the various aspects of change by influencing people in the organization to embrace change. I also believe that my role was aligned with my strength in acknowledging and supporting the benefits linked to the introduction of new ways of doing things within the organization. In line with the Kotter’s Eight Step Change Model, I understand that the role I play as a change agent is largely influenced by the formation of a strategic vision and initiatives that resonate with the identified aspects of the organizational change process I am leading. Bertucci, Borges-Herrero, and Fuentes-Julio (2015) clarify that a change agent is charged with the responsibility of advocating and championing for the process or organizational change and should be held accountable in ensuring that it happens successfully.
In this respect, an effective agent of change in an organization would be expected to be in a better position when it comes to the need to demonstrate a significant level of versatility within a wide range of skills and knowledge in the desired areas of making a difference. In conducting my role as a change agent, I would be expected to encourage others to embrace change by trying to influence their attitudes, behaviors, and activities in a manner that is aligned to a new way of doing things ( Chosnek, 2014). Besides, it would be essential to facilitate this particular process by clarifying the desired aspects of change as well as the expected operations, tools, and systems to the members of the organizations. To that extent, I have observed that my role as a change agent requires creativity and dedication.
How Change has Affected my Behavior and Motivation to Adapt to or Improve Operational Efficiencies
A few years ago, I worked as an employee in a management consultancy organization where my responsibility entailed assisting various organizations in creating value, solve issues, improve the performance of a business, and maximize growth using the available resources. Later on, the management in my organization decided to conduct an organizational change process that would result in changes in my responsibility. At first, I thought it would be an uphill task for me since I was not used to it but I eventually motivated by the agents of change in a way that caused me to change my mind. One of the ways through which change influenced my motivation and behavior to adapt to operational efficiencies was the alteration of my thoughts and perspective of reasoning. In this way, I began to view the various aspects of change that were being introduced in many organizations as being associated with making a difference in the best interest of everyone including me.
Further, change affected my behaviors in line with the enhancement of my challenges in operational efficiencies in the sense that my beliefs and actions shifted drastically and began to focus on the performance of functions that would lead to the attainment of operational efficiencies. According to Coleman et al. (2016), the behavioral and motivational influence on an individual is largely dependent on the effectiveness of the techniques adopted while transitioning to new organizational strategies. Changes of behavior in an individual entail consideration of cumulative actions that are often directed towards the achievement of the things that he or she believes are right and acceptable. To that extent, I would hold that the kind of change I experienced while working as an employee in a consultancy organization was entirely instrumental in influencing my behavior and motivation with the objective improving my level of operational efficiency.
References
Bertucci, M., Borges-Herrero, F., & Fuentes-Julio, C. (2015). Toward “Best Practices” in Scholar-Practitioner Relations: Insights from the Field of Inter-American Affairs. International Studies Perspectives , 15 (1), 54-72. doi: 10.1111/j.1528 3585.2012.00511.x
Chosnek, J. (2014). Managing management of change. Process Safety Progress , 29 (4), 384 386. doi: 10.1002/prs.10397
Clardy, A. (2013). Improve the Process for Managing Change. Performance Improvement , 52 (9), 33-44. doi: 10.1002/pfi.21386
Coleman, T., Sorensen, P., Yaeger, T., & Hinrichs, G. (2016). A Strategic Planning Intervention Employing Large Group Change: A Scholar/Practitioner Application. Academy Of Management Proceedings , 16 (1), 102. doi: 10.5465/ambpp.2016.10278
Shawn, T. (2016). Kotter's Eight-Step Change Model: One Centre's Experience for Transition to the GnRH Antagonist Protocol. Journal Of Women's Health, Issues And Care , 5 (5). doi: 10.4172/2325-9795.1000246
