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I reviewed this article after finding it in an Internet search. It discusses how to be an

effective leader during times of change. First I will summarize the article. Then I will critique

it. Then I will discuss interesting points and insights from the article. Fourthly, I will discuss

where this article fits in with organizational management. Lastly, I will compare this article with

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principles that I have learned from Sun Tzu.

This article discusses how effective managers deal with change in an organization. The

article begins by pointing out that the actual change itself is secondary to the perception of the

employees in regards to the competence, ability, and credibility of senior and middle

management. The article divides managing change into three phases. The author has nicknames

for each phase, beginning with "Preparing for the Journey", then going on to "Slogging through

the Swamp", and finally the last phase being called "After Arrival".

It is most beneficial for all during times of change if there is trust between the leader and

the rest of the team. If the employees have faith in the formal leaders of the organization,

employees will expect effective and sensible planning, confident and effective decision-making,

and regular, complete communication that is timely. Employees will perceive organizational

leadership as supportive, concerned, and committed to their welfare, while at the same time

recognizing that hard decisions need to be made. This trust the leadership and employees brings

hope for better times in the future, and that makes dealing with the change far more easier.

However, in organizations where there is poor leadership, nothing positive is expected by

employees. Where there is distrust between leadership and employees, employees realize that

leaders behave in indecipherable ways and in ways which don't seem to be in anyone's interest.

Poor leadership results in a loss of hope, and if allowed to go on too long, the organization will

cease to function. Not only would the organization have to deal with the change, but must do so

under the burden of employees who have no faith and have given up in the system or in the

ability of leaders to turn the organization around.

Leadership before, during, and after change implementation is of utmost importance in

getting through the swamp. If a leader hasn't developed a track record of effective leadership by

the time the leader has to deal with the difficult changes, it may be too late.

The preparation of the journey itself is something that should have happened long ago. It

would be to the organization's dismay to prepare for a change only when that change is

identified. When this article discusses preparing for a change, it means it in the sense that

leadership ought to lay the groundwork for any changes that may occur in the future. Preparing

is about creating a healthy organization in the first place. Like healthy people, who are better

able to deal with disease than unhealthy people, a healthy organization in the first place is better

positioned to deal with change.

A leader needs to establish credibility and a track record of effective decision making, so

that there is trust in the leader's ability to figure out what is required to pull the organization

through.

Now as the organization slogs through the swamp of change itself, leaders play a critical

role in the implementation of the change. It is in this period that the organization is most

unstable, characterized by confusion, fear, loss of direction, reduced productivity, and lack of

clarity about direction and mandate. This may be a period of emotionalism, with employees

grieving for what is lost, and at least in the beginning, unable to look into the future.

In this period, good leaders need to focus on two items. First, the feelings and confusion

of the employees must be acknowledged and appreciated, and the leader must work with

employees to begin building a new vision of the changed workplace, and assisting employees to

understand the direction of the future. The leader ought to make sure that he or she covers both

the emotions of the employees and the new vision. Devoting too much to focusing on feelings

may result in wallowing, while focusing too much on the new vision may cause the leader to be

viewed as cold and out of touch. A key area of leadership during this period of change

implementation is knowing when to focus on the pain, and when to focus on building and

moving into the future.

In a sense you never completely arrive, but now the organization is at the period where

initial instability of massive change has been reduced. People are more stable and less

emotional, and with effective leadership in the previous phases, are more open to directing

themselves into new directions, mandates and ways of doing things.

This is an ideal time for leaders to introduce positive new changes, such as examination

of unwieldy procedures or total quality management. The important point here is that leader

must now offer hope that the organization is working towards getting better by solving existing

problems and increasing quality of work life. While the new vision of the organization may have

begun while people were slogging through the swamp, this is the time to complete the process

while making sure that people buy into it, and understanding their roles in this new organization.

In this section I will now critique this article. In general, this article seemed to present

smart and wise ways for managers to deal with change in an organization. It wasn't very

detailed and it did not have specific examples, but it got its point across in a clear, logical

manner. It made sense for the most part. I think it has the potential to refreshen a manager's

view of how to deal with change in an organization. I thought the parts about how an

organization should always be prepared for change and how leaders should focus both on

feelings of employees and the new vision during change was quite insightful.

This article had a number of good points. First off it mentioned that there needs to be a

climate of trust between the leadership and the employees so that the organization can better

cope with changes. The point about having a track record showing demonstrations of leadership

during times of change was also good. This results in trust in the leadership during times of

change. The part about maintaining a focus both on feelings and the new vision of the company

was also good. This allows people to see you as both warm and looking forward to dealing with

the new situation. Also, the part about improving the organization by doing something like

examining unwieldy procedures after the change was made was also good. This improves the

organization. The article also mentions the very important point that if the leadership fails in

leading the change, then their unit would suffer and ultimately the leaders may lose their own

jobs.

This section will show where this article fits in organizational management. This article

comes under organizational change under organizational management. Organizational change is

the process of modifying an existing organization to increase organizational effectiveness. I

believe I have learned some good points from this article. I learned how there are three

important phases in change that require effective leadership. I learned how the organization

must always be prepared for change from the getgo. I learned how during the change, managers

must manage both emotions of the employees and the new vision of the organization. I learned

how trust can be very important to the functioning of the organization.

When one treats people with benevolence, justice and righteousness, and reposes

confidence in them, the army will be united in mind and all will be happy to serve their leaders.

-Sun Tzu. By this quote I mean that a manager ought to be developed into a leader to maximize

the potential of the employees. In the article I read, a leader ought to be developed into one that

can effectively manage change. Sun Tzu describes the many traits of the preferred type of

leader. The leader should be wise, sincere, humane, courageous, and strict. It is leaders with

character that get the most out of their employees. In the article, leaders need to be both

empathetic and able to look forward and get whatever needs to be done. A leader ought not to

dwell too much in either one.

To rely on rustics and not prepare is the greatest of crimes; to be prepared beforehand

for any contingency is the greatest of virtues. -Sun Tzu. By this quote I mean leaders ought to

use speed and preparation to swiftly overcome the competition. In this article, one of the ideas

that was stressed was that the organization must always be prepared for change. If an

organization is at a constant state of preparedness for change, then that ability to be ready for

change can give it an advantage over competitors or at least allow it to remain competitive.

This assignment can prove to be one that helps potential leaders see how to be an

effective leader during times of change. It gives important insights that can help an organization

stay competitive while letting the reader know that there are consequences if the change is not

handled properly. I believe what I learned from this assignment in conjunction with what is

taught in class should help me to be a better leader, if I ever become one.

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