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Essay / Research Paper Abstract
This 4 page paper looks at the way that a scholar practitioner may seek to effect a change within an organization. The use of a change model and need to gain leadership support and win over key influences is all discussed. The change discussed is an improvement in communication strategy. The bibliography cites 4 sources.
Page Count:
4 pages (~225 words per page)
File: TS65_TEDBAchange.doc
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Unformatted sample text from the term paper:
scholar practitioner can effect change relies on this ability, concerning the knowledge and ability to leverage knowledge and theory of change management as much as the knowledge and recognition of
the actual problem, in this case the problem of poor communication. In this context assessing the way change may be brought about includes two different areas of practice. There
is a great deal of literature concerning how anyone, scholar practitioner, manager or other stakeholders may affect change with in an organisation. Theoretical approaches are broad, and include the ideas
of Lewin, and his force field approach where change will only be achieved where the pressures for change are greater than the pressures that cause resistance (Lewin, 1951, p7). This
is a model where change is seen as taking place in three stages, unfreezing, which includes preparing employees for the change, in committing to change itself, followed by reinforcement (Lewin,
1951, p9). There are many other models; one of the more recent models this is seen in a great deal of literature is that of Kotter. Kotters model of change
takes place in eight stages, these include creating a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating a vision, removing obstacles to the change and empowering
employees to undertake a change, creating short term wins, build on change and anchor the change (Stam, 2010, p12). These are theoretical models, and although there are different, it is
notable that there are some commonalities, including the need to win over employees and management of the change, ensuring that obstacles are reduced and then entrenching a change (Kotter, 1996,
p51). Effecting change in an organisation will benefit from utilising an approach that is aligned with this model. Ironically, when undertaking change with in an organisation, where the problem is
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