LEAD FPX 5220 Assessment 5 Change Management and Development Plan

Student Name

Capella University

LEAD-FPX5220 Leader as Change Agent

Prof. Name

Date

Defining the Change Management Strategy

Introducing alterations within a long-standing and successful company is often challenging. Even if a company has achieved success, there is always room for improvement. The process of change administration is inherently difficult, accompanied by resistance from both employees and clients. In addressing these challenges, the development team plays a crucial role in determining changes that would be well-received by both clients and employees. The primary goal of the change management team is to enhance communication and foster cultural shifts within HCCAA centers.

Given the evolving perception of what constitutes the elderly population, especially compared to a decade ago, senior centers need to adapt to appeal to the younger elderly demographic in their communities. The initial strategy involves the implementation of client surveys, allowing current and potential clients to provide feedback on desired changes in the centers. Subsequently, open communication within the community and client base aims to build clientele and establish partnerships that offer various benefits, such as free health services and community events. Effective communication with potential partners is essential for building successful relationships. Though these changes may seem minor, they have the potential to cultivate strong, long-term relationships with more satisfied clients.

Experiencing the Changes

The developmental stages in change management encompass Forming, Storming, Norming, and Performing.

Forming involves establishing a development team for HCCAA center changes. Storming emerges when the team encounters disagreements and frustrations about the necessary changes. Norming entails the formulation of rules and expectations for the change, while Performing signifies the team’s ability to focus on the main task and initiate the change implementation process.

It is crucial for the development team to empathize with employees and clients, emphasizing that change is sometimes necessary for growth. Although gathering and administering surveys may initially be challenging, these efforts are imperative for implementing changes. Data analysis and time are required to assess community and client needs accurately. The partnerships formed, especially with local healthcare facilities, contribute significantly to HCCAA’s success in providing improved services and building long-term community partnerships.

Change Management Plans

The initial focus of the development team is on formulating the survey, specifying its content and purpose. Determining whether certain tasks and supplies are allowable expenses and assessing the need for donors are critical considerations. Decisions on survey administration, whether through mail or in-person distribution in community locations, must be made.

Establishing new partnerships involves assigning responsibilities to center directors, supervisors, or administrators. The method of pursuing new partners, through in-person meetings or the development of memoranda of understanding, needs clarification within the development team.

Once these details are finalized, the team progresses to survey administration, data collection, and analysis, marking the beginning of the change implementation process.

Implementation of Change

Implementing changes within the center is inevitably met with concerns, as any change brings uncertainty. The development team must maintain open and honest communication with employees and clients to avoid disrupting normal operations until the implementation process is complete. New partners will also join the centers, necessitating clear explanations of their roles and contributions, particularly considering the potential apprehension of the elderly toward change.

Communication is paramount during this phase, whether introducing exercise classes, new equipment, books, or crafts. Although change can be challenging, effective communication fosters success.

LEAD FPX 5220 Assessment 5 Change Management and Development Plan

Conclusion

Cultural transformation within a center poses challenges, but in our rapidly evolving world, adapting to the present is essential. As the retirement age decreases, understanding the preferences and needs of the new generation of retirees is critical for HCCAA’s continued success in the realm of senior centers. Partnerships play a pivotal role, offering services beyond the capabilities of a senior center. Recognizing the need for change and effectively implementing these changes within the workplace are central to the success of developmental change.

References

SAGU. (n.d.). Team Development: 4 Stages Every Team Experiences. Retrieved from https://www.sagu.edu/thoughthub/4-stages-of-team-development/

Slidebooks Consulting. (n.d.). Change & Project Management Toolkit. Retrieved September 19, 2022, from https://www.slidebooks.com/collections/allbusiness-and-consulting-toolkits/products/change-and-project-managementtoolkit?

LEAD FPX 5220 Assessment 5 Change Management and Development Plan