Each student will review the checklist for change and toolkit exercises at the end of each chapter of Deszca et al. (2020). Each week of sessions one through six, a paper will be submitted responding to the assigned questions. APA citations and references are not required, but the paper should include an APA-formatted title page. Each week’s paper will be at least two typed pages, not including the title page. These papers can be a list of question numbers and responses. Retyping the questions is not required. Submit the Chapter Checklist papers at the end of each session by Sunday at 11:55 p.m.
Submit a Chapter Checklist paper with your responses to Toolkit Exercises 1.2 and 1.3.
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✏️ Toolkit Exercise 1.2: Your Image of Change
(Note: You do not need to restate the questions, only number them and provide your responses.)
1.2 – Your Image of Change
1. My dominant image of change is the Coach. I believe leaders can enable and facilitate transformation through guidance, support, and skill-building rather than command or control. This reflects my values around empowerment and long-term learning.
2. This image aligns with how I’ve approached team projects in the past. I typically set goals collaboratively, encourage others to voice ideas, and check in regularly to support development.
3. My image has been shaped by positive experiences with mentors and instructors who encouraged autonomy and growth. This model of leadership has influenced how I try to lead.
4. I recognize that while the Coach model is helpful in developmental settings, other images (like the Navigator or Director) might be more suitable in crises or with tight timelines.
5. My dominant image affects my behavior by making me prioritize building trust, fostering communication, and investing in others’ learning. It could be limiting in high-pressure situations requiring quick, authoritative decisions.
6. To grow, I want to develop comfort with other change leadership images, especially the Director or Caretaker, so I can be more adaptable to different organizational needs.
✏️ Toolkit Exercise 1.3: Developing Your Perspective on Change
1. One organizational change I’ve experienced involved a department-wide transition to a new electronic health record (EHR) system. The change was top-down and met with resistance due to lack of training and stakeholder involvement.
2. I would describe the change as primarily discontinuous—a sudden, significant shift that disrupted routines and required everyone to adapt quickly.
3. The process was planned, but it lacked effective communication and adequate preparation, so it felt chaotic from an employee perspective.
4. Using Nadler and Tushman’s model, I would categorize it as a transformational change due to the scale and its impact on how we performed daily tasks.
5. A better approach would have been incorporating incremental implementation with pilot testing, staff feedback loops, and more training to ease the transition and gain buy-in.
6. This experience reinforced the importance of considering staff readiness and aligning change methods with both the culture and pace of the organization.
7. Moving forward, I will advocate for more transparent communication, participatory decision-making, and flexible rollouts when managing change.
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