Describe the 7-step sequence of the change agent role
The change agent process is a step-by-step framework for implementing changes within an organization or system. It consists of seven steps: Identification of the Problem, Identifying the need for a change, and precisely defining the problem or opportunity that needs to be dealt with. Diagnosis: Collecting and analyzing data for the purpose of identifying the underlying reasons and contributors to the problem. Planning: Creating a comprehensive implementation plan, including goals, strategies, resources, and timelines. Intervention: Implementation of the planned change strategies and interventions. Evaluation: To monitor and evaluate the progress and efficiency of the change management activities (Hiatt & Creasey, 2020). Termination: Leading the change process once the desired results have been realized or established that the change initiatives need to bring the anticipated results. Stabilization: There is a need to institutionalize the changes and make sure that they are sustained over time.
What role do peers play at the persuasion and decision stages?
Peers contribute significantly during the persuasion and decision stages. In the persuasion stage, the change agent will need to persuade and gain the support of crucial stakeholders, including peers and all others who may be affected by or involved in the change process. Peers can conduct beneficial assessments, feedback, and acceptance, which then improve the probability of change success realization. At the last stage of influence, peers may function as decision-makers either directly or indirectly (Battilana & Casciaro, 2021). Their participation and assistance shape the choice of approaches and measures to be applied.
Can a change agent also serve as an opinion leader?
As leaders of change, they can also serve as opinion leaders, especially in circumstances where they possess expertise, credibility, and influencing capabilities within the organization or system. Opinion leaders can change attitudes, beliefs, and behavior, and the acceptance and adoption of change initiatives may be significantly influenced by their endorsements (Rogers, 2019).
How could your superior know-how as an EdD graduate hinder you as a change agent?
Nevertheless, mastering EdD with rich knowledge might pose certain obstacles that would impede your success as a change follower. Sometimes, your advanced knowledge and expertise may be considered as a power distance or more intellectual gap for those you are trying to influence or work with. This could result in rejection, skepticism, or a low level of trust, which in turn could hinder your position as a change agent.
How can you overcome this barrier?
The key to overcoming this barrier is to enter the change process with humility, empathy, and effective communication skills. Establish genuine relationships with stakeholders and appreciate their perspectives while involving them in the change process. Illustrate your openness to learn from others and your ability to change approaches when needed. Therefore, you also need to teach and empower others rather than tell them what to do.
How might you use a paraprofessional change agent, and why?
The most effective way to combat this barrier is to incorporate a paraprofessional change agent. A paraprofessional change agent is a person who is not a formal educator or expert but is credible and trusted and has influence in the organization or community in which you are working. The reasons to use a paraprofessional include improved trust and goodwill: The paraprofessionals’ familiarity with the cultural values, traditions, and perceptions of the targeted communities may lead to an increase in trust and goodwill in the efforts towards change. Accessibility: Paraprofessionals might be more approachable and relatable to the audience, and therefore, the communication and interaction will be better (Perkins, 2022). Insider knowledge: A paraprofessional brings to the process unique knowledge and insider information about the organization or the community that can help formulate solutions and guide the change.
What are the benefits/drawbacks of using paraprofessional aides?
The benefits of using a paraprofessional change agent include a higher bridge of trust and acceptance, Accessibility, and Inner circle. However, there are also potential drawbacks: Technical gaps: Paraprofessionals may need to gain the same level of technical expertise and knowledge as formally trained experts, thus making it difficult for them to design and implement complex change efforts effectively. Capacity limitations: Paraprofessionals rarely have time or resources to dedicate to the change process since they might have other duties to complete within the organization or community (Perkins, 2022). Potential conflicts of interest: A paraprofessional may have competing loyalties or different interests that may affect their objectivity and devotion to the change endeavor.
What is the danger of inauthentic professionalism?
The influence of inauthentic professionalism on change agents is a major problem that must be considered when paraprofessionals are used. By inauthentic professionalism, we mean the instances when people pretend to have the knowledge or qualifications that they do not have at the same time as their actions are contrary to professional norms or ethics. Untrue professionalism can maintain the credibility and power of the change process, offend the trust, and possibly lead to negative consequences for some people. It is a critical step to make sure that paraprofessional change agents are well-trained, closely supervised, and forced to abide by the professional code of conduct and ethics.
References
Battilana, J., & Casciaro, T. (2021). The network secrets of great change agents. Harvard Business Review, 99(4), 94-103.https://mycourses.aalto.fi/pluginfile.php/832376/course/section/129609/Battilana_Casciaro_The%20network%20secrets%20of%20great%20change%20agents_HBR.pdf
Hiatt, J., & Creasey, T. (2020). Change management: The people side of change (2nd ed.). Loveland, CO: Prosci Learning Center Publications.https://books.google.co.ke/books?hl=en&lr=&id=zQTy8mk8kZYC&oi=fnd&pg=PA1&dq=Hiatt,+J.,+%26+Creasey,+T.+(2020).+Change+management:+The+people+side+of+change+(2nd+ed.).+Loveland,+CO:+Prosci+Learning+Center+Publications.&ots=wJgM21DJ5d&sig=HMJAkB6t6izPPBdRVPeLv1E_CVA&redir_esc=y#v=onepage&q&f=false
Perkins, R. E. (2022). Leading change: Leveraging paraprofessional change agents in educational reform. Educational Leadership Review, 23(1), 7-25.
Rogers, E. M. (2019). Diffusion of innovations (5th ed.). New York, NY: Free Press.http://www.lamolina.edu.pe/postgrado/pmdas/cursos/innovacion/lecturas/Obligatoria/17%20-%20Rogers%201995%20cap%206.pdf
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