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Discussion 5 Facilitating Macro Change

Discussion 5 Facilitating Macro Change

Discussion 5 Facilitating Macro Change

INSTRUCTIONS: This week you have read a number of readings addressing the logistics involved in effective change management. For this week’s discussion, you will apply these readings to address the following questions: • What are the main organizational resistance factors that limit change effectiveness within your organization? •Contrary to this, can you recall a time when you felt motivated by an organizational change, and your involvement within the change? What made it so? •Given the above, what key recommendations do you have for organizations planning an enterprise-wide change initiative? • Support your response by referencing your assigned readings and citing any external resources in APA formatting and style guidelines.

Discussion 5 Facilitating Macro Change
Discussion 5 Facilitating Macro Change

Discussion 5-Facilitating Macro Change

Morrison and Milliken (2000) mention organizational silence as a factor within organizations that is a significant barrier to change and development and the same has been witnessed within my organization. It refers to employees’ proclivity to withhold critical information or express concerns about institutional challenges. Fear of retaliation, the perceived futility of speaking up, and a lack of psychological safety are primary factors limiting change efficacy within the organization and they all promote organizational silence. Fear of retaliation stems from the potential negative consequences of expressing dissatisfaction, whereas perceived futility stems from employees’ doubts about the effectiveness of their feedback (Morrison & Milliken, 2000). Furthermore, the lack of psychological safety, in which employees do not feel comfortable expressing their opinions, promotes organizational silence and impedes change effectiveness.

A time when I felt motivated by an organizational change I took part in involved inclusion in vital conversations within the organization. The management respected and considered the thoughts and opinions of all employees and I recall suggesting the need to follow up the conversations with emails of the conversations’ content for reference. I felt motivated because the management implemented my suggestion. In support, Marshak (2002) argues that effective organizational change necessitates reevaluating language and embracing new contexts and concepts. Best practices include encouraging dialogue, reframing change as continuous, accepting complex processes, stakeholder involvement, teamwork, and promoting learning that encourages experimentation and adaptation (Armenakis & Harris, 2002). Organizations can improve their ability to navigate and thrive in dynamic environments by changing their language and mindset around change.

Various recommendations exist for organizations considering a large-scale change initiative some of which have been highlighted by Dutton et al. (2001). Some of the recommendations include identifying and mobilizing issue champions who can effectively advocate for the change, cultivating a conducive institutional culture, synchronizing the change with institutional objectives, availing equipment and learning, clearly communicating the change vision, and actively addressing stakeholder resistance and skepticism to increase the likelihood of successful implementation.


Armenakis, A. A., & Harris, S. G. (2002). Crafting a change message to create transformational readiness. Journal of organizational change management15(2), 169-183.

Dutton, J. E., Ashford, S. J., O’Neill, R. M., & Lawrence, K. A. (2001). Moves that matter: Issue selling and organizational change. Academy of Management Journal44(4), 716-736.

Marshak, R. J. (2002). Changing the language of change: How new contexts and concepts are challenging the ways we think and talk about organizational change. Strategic change11(5), 279-286.

Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review25(4), 706-725.

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