Guiding an organizational change.

Sample Solution

    One of the most commonly used tools for guiding organizational change is Ackerman and Anderson’s nine-step roadmap for change. This roadmap includes nine distinct steps that can be used to develop an effective plan for leading and managing a successful organizational change initiative.  

The first step in Ackerman and Anderson’s roadmap is to "define the need" by gathering data, developing a picture of the current state, assessing needs, and defining objectives. In this step, it is important for leaders to gain buy-in from all stakeholders affected by the proposed changes so that everyone is on board with what needs to be accomplished before any plans are put into action. The second step focuses on creating an overall vision of success which should include both long-term strategies as well as short-term goals which will help move the organization closer towards achieving its objectives. The third step of Ackerman and Anderson’s roadmap calls for leaders to create a plan for how they will carry out their vision including a timeline detailing when each element should be completed or initiated. This plan should provide detailed information about resources needed, planned timelines for implementation, and any contingencies if something does not go according to plan. The fourth step encourages leaders to collect feedback from stakeholders during various stages of implementation in order to assess progress and make adjustments where necessary. The fifth through seventh steps involve implementing the desired changes while monitoring progress closely; assessing results once changes have been implemented; making modifications where needed; and communicating successes throughout different levels within the organization over time. Step eight requires revisiting initial objectives against achieved outcomes in order gauge effectiveness while also providing opportunities for improvement or refinement based on feedback gathered throughout this process. Lastly, Ackerman and Anderson recommend that leaders engage in ongoing evaluation activities such as quarterly reports or regular meetings with stakeholders involved with leading organizational change initiatives in order maintain alignment between original objectives set forth at the onset of planning process as well as any subsequent modified goals along the way (Ackerman & Andersson). Overall, Ackermann & Andersson’s nine-step roadmap offers comprehensive guidance on how best lead successful organizational change initiatives from start finish but also provides opportunity assessment results along way ensure desired outcomes are being met initially planned upon at outset journey towards transformation . By following these steps closely engaging key stakeholders throughout entire process , leader can ensure that any changes made within their organization ultimately bring long lasting positive benefits both employees customers alike .