I am writing a proposal as an assignment which gives me an opportunity to apply theories and models, identify barriers to change, and propose appropriate change interventions. Below you will find the directions for the assignment. I need help formating my paper making sure I incorporate the necessary requirements to apassing grade for this assignment. Also below you will find my paper of what i came with so far. i need help with formating, in-text citiations, making sure I hit all the requirements thats being asked.

Directions: Use what you have learned in this course to develop an 8-10 page change process proposal (excluding cover and reference pages) for your organization. Assume that you will submit this proposal to the organization for implementation.

For this proposal, identify a problem area of your current organization (or one in which you have previously worked) that you believe warrants a change initiative. In your opinion, what restraining forces are blocking implementation of a change program? From an internal OD practitioner perspective, what recommendations can you make to overcome these barriers?

You should apply ideas, concepts, theories, and practices set out in the course materials as appropriate to the specific organization that you have selected.

MUST INCLUDED IN-TEXT CITING and REFERENCING. Ensure proper format for citations, quotations, and references, and use at least eight scholarly resources that are dated within the last five years. You are strongly encouraged to use the required and reserved readings in this course, as well as peer-reviewed journal articles found through the UMUC library.

Your paper should include the following:

MUST INCLUDED IN-TEXT CITIATIONS and REFERENCING. REFERENCE PAGE IS INCLUDED AT THE END.

• 2 pages: Introduction
  • What is the organization and how did you select it? What is your relationship with the organization? Using a systems perspective, include key organizational facts, and information on the organization's culture that would be helpful in this context. Identify the organizational issue in need of change.
• 3 pages: Need for Change
  • Describe the change that needs to take place and discuss internal and external forces that represent obstacles to the change, supporting your opinion with appropriate citations. Describe the various kinds of data you would need to gather to confirm your diagnosis. Consider the level of analysis (organization, group, or individual job) that should be applied to this situation.
• 3-4 pages: Proposed Solution
  • Create recommendations for a proposed solution.
  • Identify an effective intervention. What forces could be harnessed to promote the change? Who should be included in the solution's implementation?
• 1-2 pages: Evaluation
  • Identify factors considered for success. Consider additional approaches. Identify the steps to implement the recommended solution.
  • Identify possible resistance to change and assess how leaders and the knowledge of emotional intelligence can make a positive impact.

Be sure to present your findings objectively, using data and other research-based content/sources to support your work.

References:

Bowen, P. (2019). Emotional intelligence: Does it really matter? Wilmington, DE: Vernon Press.

Bustos Coral, J., Voetmann, K., & Ortiz Jimenez, J. P. (2015). Appreciative inquiry lean. AI Practitioner, 17(1), 66-69.

CRM Learning. (2008, July 7). A peacock in the land of penguins [Video file]. Retrieved from https://www.youtube.com/watch?v=hNeR4bBUj68

Dyer, G., and Dyer, J. (2020). Beyond team building: How to build high performing teams and the culture to support them. Hoboken, NJ: Wiley. eBook.http://ezproxy.umgc.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=2266482&site=ehost-live&scope=site

Garin & Dani. (2023, December 11). OrgDev Podcast: Diversity and Inclusion | Anna Spragg | Organisation Development #6 [Video file]. https://www.youtube.com/watch?v=oZSkxoULCGI

Greene, R.D., & Berthoud, H. (2015). OD is diversity. OD Practitioner, 47(4), 36-41.

HRDQ Staff (2023, March 11). What are the different types of team development models? https://hrdqstore.com/blogs/hrdq-blog/types-team-development-models

Katz, J.H., & Miller, F.A. (2016). Defining diversity and adapting inclusion strategies on a global scale. OD Practitioner, 48(3), 42-47.

Lau, M., Vuthaluru, R., Mui, L., Kerrigan, S., Kwong, T., Law, L., Wong, E., & Gibson, D. (2021). How Online Teams with Diverse Backgrounds Worked to Excel: Findings from an International eTournament. Frontiers in Education.https://doaj.org/article/fa324ac8b5304a5ba40f2a59c0e61e75

Leadley, S. (2015). Reflections on diversity and organizational development. Reference & User Services Quarterly, 54(4), 6-10.

Mitchell, A., & Brewer, P. Leading hybrid teams: Strategies for realizing the best of both worlds, Organizational Dynamics, 2021. https://doi.org/10.1016/j.orgdyn.2021.100866

Raes, E., Kyndt, E., Decuyper, S., Van den Bossche, P., & Dochy, F. (2015). An exploratory study of group development and team learning. Human Resource Development Quarterly, 26(1), 5-30. http://wintac-s3.s3.amazonaws.com/files/covid-19/service-delivery/2015-An-Exploratory-Study-of-Group-Development-and-Team-Learning.pdf

Rojas, R. (2021), Enhancing organizational workgroups: A relational view of Tuckman's team development model. Organizational Cultures: An International Journal.Dec2021, Vol. 21 Issue 2, p103-116. 14p. DOI: 10.18848/2327-8013/CGP/v21i02/103-116

Schein, E., & Schein, P. (2016). Organizational Culture and Leadership: Vol. Fifth edition. Wiley. (Chapters 13-17). http://ezproxy.umgc.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=1433117&site=ehost-live&scope=site???

TED Talks. (2017, October). Amy Edmondson: How to turn a group of strangers into a team [Video file]. Retrieved from https://www.ted.com/talks/amy_edmondson_how_to_turn_a_group_of_strangers_into_a_team?language=en

TEDx Talks. (2020, March). From the inside out: Diversity, including & belonging, Wendy Knight Agard at TEDxKanata 2020 [Video file].https://www.ted.com/talks/wendy_knight_agard_from_the_inside_out_diversity_inclusion_belonging

Tremblay, M. (2019). How, why, and when high-involvement work systems are related to OCB: A multilevel examination of the mediating role of pos and of the moderating role of organizational structures. Group & Organization Management. Jun2019, Vol. 44 Issue 3, p611-651. 41p. DOI: 10.1177/1059601117736684.

Newman, S., & Ford, R. (2021). Five steps to leading your team in the virtual COVID-19 workplace. Organizational Dynamics, 50, 1-11. https://doi.org/10.1016/j.orgdyn.2020.100802.

Mitchell, A., & Brewer, P. Leading hybrid teams: Strategies for realizing the best of both worlds, Organizational Dynamics, 2021. https://doi.org/10.1016/j.orgdyn.2021.100866.

Schein, E., & Schein, P. (2016). Organizational Culture and Leadership: Vol. Fifth edition. Wiley. (Chapters 13-17)http://ezproxy.umgc.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=1433117&site=ehost-live&scope=site

Vito, R., Sethi, B. (2020, July 24). Managing change: Role of leadership and diversity management. Journal of Organizational Change Management, Vol. 33 No. 7, pp. 1471-1483. https://doi-org.ezproxy.umgc.edu/10.1108/JOCM-04-2019-0116

Westfall, C. (2019, July 4). Why coaching matters: How leaders can become better coaches and build stronger teams. Forbes. https://www.forbes.com/sites/chriswestfall/2019/07/04/coaching-matters-how-leaders-become-better-coaches-build-stronger-teams/

Ahktar, V. (2021, February 3). Kotter change principles: Management + Leadership. [video] https://www.youtube.com/watch?v=s6CjXGmESl0

Beppel, H. (2023). 5 workforce talent trends for 2024. ADP SPARK. https://www.adp.com/spark/articles/2023/12/5-workforce-talent-trends-for-2024.aspx

Cummings, T. G., & Worley, C. G., (2019). Organization development and change (11th ed.). Stamford, CT: Cengage Learning.

eSoft Skills (2023, October 14). Balancing individual and organizational development needs in training initiatives. https://esoftskills.com/healthcare/balancing-individual-and-organizational-development-needs-in-training-initiatives/

Goleman, D. (2020). Emotional Intelligence in Leadership [video]. https://www.youtube.com/watch?v=6bbLWsvDW5o

Jansen, T. (2022, Nov. 29). The importance of aligning rewards to performance achievements in the new normal. Forbes. https://www.forbes.com/sites/forbeshumanresourcescouncil/2022/11/29/the-importance-of-aligning-rewards-to-performance-achievements-in-the-new-normal/?sh=599379c03b14

Kaliannan, M., Darmalinggam, D., Dorasamy, M., Abraham, M. (2023, March). Inclusive talent development as a key talent management approach: A systematic literature review. Human Resource Management Review. https://www.sciencedirect.com/science/article/pii/S1053482222000456

Kotter, J. (2015, January 16). Change management vs. change leadership - What's the difference? [Video file]. Retrieved from https://www.youtube.com/watch?v=yseq-v9DFqg

Mercer (2023). Panel: Skills and rewards - Breaking the confines - of jobs. 2023 WorldatWork total rewards conference. https://www.mercer.com/en-us/insights/events/2023-worldatwork-total-rewards-conference/

Mihiotis, A., & Argirou, N. (2016). Coaching: From challenge to opportunity. Journal of Management Development, 35(4), 448-463.

Pant, N. (2023). Leading change may need to begin with changing yourself. Harvard Business Review Digital Articles, 1-7. http://ezproxy.umgc.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=172431875&site=ehost-live&scope=site

Vreede, C. (2023, November 17). Job rotation: An effective strategy for employee growth. Shiftbase. https://www.shiftbase.com/glossary/job-rotation

Ruggs, Enrica N.; Bilotta, Isabel; Membere, Ashley; King, Eden B.; Shelby Rosette, Ashleigh. At the intersection: The influence of race on women's leadership group & organization management. Apr2023, Vol. 48 Issue 2, p507-545. 39p. DOI: 10.1177/10596011231161973. http://ezproxy.umgc.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=hch&AN=163468508&site=ehost-live&scope=site

Cappone, M. (2018, September 18). Assessing the challenges of organizational leadership. Lead Read Today. https://fisher.osu.edu/blogs/leadreadtoday/blog/assessing-the-challenges-of-organizational-leadership/

My Paper

Introduction

TechSphere Innovations is a mid-sized technology organization that specializes in designing and delivering innovative software solutions to a wide client base. Over the last decade, the company has grown rapidly from a small startup to a business with over 500 workers. These individuals work in various departments, including product development, customer support, marketing, and sales. Despite its expansion and success in the competitive technological sector, the TechSphere Innovations has faced considerable challenges, particularly internal communication. As the company has grown, these challenges have remained, resulting in project delays, misplaced goals, and a lack of coherence between departments, all of which impede the company's overall productivity and employee morale.

Having worked as a project manager at TechSphere Innovations for two years, I've seen these communication problems firsthand. In my experience, a lack of established communication routes across departments has become a critical issue, impeding collaboration and decreasing operational effectiveness. Employees from separate teams frequently struggle to communicate effectively, causing uncertainty regarding project goals and timelines. Misunderstandings are common when information is shared between departments, resulting in blunders, missed opportunities, and, in some circumstances, strained relationships among personnel. These communication breakdowns are undermining individual initiatives and the company's overall strategic goals.

TechSphere Innovations corporate culture strongly emphasizes cooperation and innovation, which contributed to its early startup success. However, as the company developed, it outgrew the adequate informal communication mechanisms when the workforce was smaller and more tightly knit. Communication was relatively simple in the organization's early days due to team members' proximity and the flat organizational structure. Employees could readily communicate with one another, and project updates could be sent swiftly through informal talks or brief meetings. However, as the company expanded and included additional departments and layers of administration, these informal approaches proved ineffective for handling increasingly complicated projects.

The fragmented nature of TechSphere Innovations departments is one of the root causes of communication failure. As the company grew, teams began to operate more independently, frequently focusing solely on departmental goals without fully understanding how their work fits the overall corporate strategy. This walled approach has resulted in a lack of alignment among departments, making effective collaboration impossible. For example, the product development team may be unaware of the customer feedback obtained by the customer service team, resulting in a mismatch between the features being developed and the actual demands of customers. Similarly, the marketing and sales teams may not always work in tandem, resulting in campaigns that may not fully support the sales team's efforts.

TechSphere Innovations's leadership is aware of the communication challenges and understands the need for improvement. However, the company has not developed a comprehensive solution to these problems. Several efforts have been made to improve communication, including holding regular meetings and fostering interdepartmental collaboration. However, these attempts have been ineffective in addressing the underlying causes of communication disruptions. Because there is no formal communication framework, even when meetings are held, vital information is frequently not adequately conveyed, and action items are unclear. Furthermore, the reliance on ad hoc communication channels, such as email and spontaneous meetings, has resulted in disparities in how information is communicated and interpreted throughout the organization.

These communication problems have a systemic impact on the TechSphere Innovations at various levels. Structurally, the lack of a formal communication structure restricts the flow of information across departments, resulting in delays and inefficiencies. Lack of clear communication protocols frequently impedes internal organizational processes, resulting in misplaced priorities and missed deadlines. Culturally, the communication challenges have begun to damage the company's culture of collaboration and innovation. Employees are becoming increasingly unhappy with a lack of clarity in their duties and responsibilities, resulting in a decrease in morale and overall job satisfaction.

Furthermore, these communication challenges have far-reaching consequences for the company's capacity to remain competitive in the technological market. In a business where rapid innovation and agility are critical to success, the ability to communicate and collaborate successfully across departments is important. Without a structured communication system, TechSphere Innovations risks slipping behind its competitors, who will likely implement more complex tools and processes to enable smooth collaboration throughout their enterprises. Furthermore, communication breakdowns at TechSphere Innovations have an influence not only on internal operations but also on the company's capacity to provide high-quality products and services to its customers. Delays in product development and miscommunications about customer wants can harm the company's brand and customer connections, with long-term implications for its growth and success.

Given these challenges, it is evident that TechSphere Innovations must solve internal communication concerns to sustain its competitive advantage and achieve long-term success. In this proposal, I will investigate the fundamental reasons for TechSphere Innovations's communication challenges and provide a structured solution that encourages increased cross-departmental collaboration. The solution will include ideas for adopting formal communication standards, employing technology to expedite communication, and cultivating a collaborative culture consistent with the company's values. Addressing these communication challenges would help TechSphere Innovations increase operational efficiency, staff morale, and its ability to innovate and respond to customer needs in a fast-changing market.

Need for Change

The need for reform inside TechSphere Innovations is clear since communication gaps have resulted in severe operational challenges. The company has failed to ensure clarity and consistency across departments without a defined communication framework. The informal communication structure is primarily based on ad hoc meetings, email chains, and interdepartmental phone conversations. The lack of a defined communication structure causes delays in decision-making, misaligned project goals, and staff uncertainty about their roles and duties. Furthermore, these challenges increase employee irritation and stress, which lowers morale and overall job satisfaction.

TechSphere Innovations rapid expansion has worsened communication concerns. As the company grew from a small startup to a mid-sized organization, its communication requirements changed, but its processes could not keep up. Because of the organization's small size, informal communication methods sufficed in the early phases of the company's growth, allowing employees to easily connect across departments. However, as the workforce expanded and departments became more specialized, the necessity for structured communication mechanisms became more pressing. Despite this, the company has relied on old-fashioned and informal communication methods that are no longer adequate for its expanding needs.

Communication deficiencies at TechSphere Innovations have also hampered its capacity to meet customer requests. As customer projects get more complicated and demand input from numerous departments, a lack of collaboration causes delays and errors. For example, the product development team may introduce a new feature without telling the customer support staff, which is confusing when consumers call in with inquiries. Similarly, the marketing team may begin a campaign without sufficient alignment with the sales team, resulting in wasted opportunities and inconsistencies in messaging. These difficulties underscore the need for a more systematic approach to communication at TechSphere Innovations.

Internal and External Forces of Change

Internal reasons driving change include recognizing among employees and leaders that communication inefficiencies impede the company's effectiveness. Employees are increasingly dissatisfied with the lack of clarity and coordination, and many call for more regulated communication channels. However, there are internal forces that resist change. Some employees, particularly those who have been with the company since its inception, are familiar with the informal communication methods they have always employed. They may worry that established processes would increase bureaucracy and diminish their autonomy.

Externally, the market and customer demands are rapidly changing, necessitating increasing communication between departments. As TechSphere Innovations customer base expands, so do the intricacies of its projects, which involve collaboration from many departments. The company must respond quickly and efficiently to customer demands to remain competitive, which can only be accomplished through increased internal communication. Furthermore, competitors in the technology sector increasingly implement innovative communication tools and processes, putting pressure on TechSphere Innovations to do the same.

Lewin's Force Field Analysis

Lewin's Force Field Analysis provides a valuable framework for analyzing the dynamics of change at TechSphere Innovations. This approach distinguishes between driving forces that promote change and restraining forces that prevent it. The driving motivations behind TechSphere Innovations are improving interdepartmental communication, better meeting customer requests, and increasing overall corporate efficiency. These factors are instilling a sense of urgency for change throughout the organization.

Employees' reluctance to establish communication methods, fear of further bureaucracy, and concerns about the time and resources required to adopt new systems are examples of limiting forces. Some employees may be hesitant to change because they are familiar with the present informal communication methods, even if they are inefficient. There may also be concerns about the costs of deploying and training personnel to use new communication methods.

Kotter's Change Model

Kotter's Eight-Step Change Model can be utilized to implement change successfully at TechSphere Innovations. This model describes an organized method for directing transformation inside an organization. The first phase in Kotter's methodology is to establish a sense of urgency. This can be accomplished by emphasizing the detrimental effects of communication failures on the company's performance and capacity to meet customer needs. By presenting facts on project delays, customer complaints, and staff unhappiness, executives may make a persuasive argument for why change is required.

The second phase is to build a solid coalition. Change attempts are more likely to be successful when a group of committed leaders and employees backs them. This coalition could include senior leadership, department heads, and important organizational influencers committed to improving communications at TechSphere Innovations. The third phase is to develop a vision for change. This vision should explicitly state the advantages of increased communication, such as speedier decision-making, better teamwork, and higher customer satisfaction.

The next steps in Kotter's strategy are communicating the vision, removing roadblocks, achieving short-term goals, and consolidating benefits. Communicating the vision entails ensuring that all employees understand the reasons for the change and the advantages it will provide. Removing barriers may entail addressing concerns about increased bureaucracy and giving training to assist staff in adjusting to new communication tools. Short-term wins can help build momentum for the change effort while consolidating gains ensures that the changes last over time.

Diagnosis of Problem

The communication difficulties at TechSphere Innovations are complicated and multifaceted. To establish the diagnosis, both qualitative and quantitative data must be collected. Employee surveys are an effective way to analyze how communication challenges are perceived across departments. These surveys might inquire about employees' experiences with communication breakdowns, their impact on their jobs, and suggestions for change. Surveys can give quantifiable data on the prevalence of communication issues and help pinpoint specific locations where problems are most acute.

In addition to employee surveys, performance data can be utilized to determine the impact of communication breakdowns. Project timeframes can be examined, for example, to see whether delays are caused by poor communication across departments. Customer service response times and error rates can also reveal how communication gaps impact the company's ability to meet customer needs. By evaluating this data, patterns and trends that hint at the underlying reasons for communication challenges can be identified.

Interviews with department heads and team leaders can provide qualitative information about the communication challenges at TechSphere Innovations. These leaders frequently have the opportunity to witness how communication breakdowns occur and how they affect team performance. For example, a department head may notice that their team routinely receives incomplete or incorrect information from another department, resulting in project delays. Conducting interviews with leaders from various departments allows for a more in-depth understanding of the organization's communication challenges.

Proposed Solution

To solve TechSphere Innovations communication gaps, I offer a complete solution that involves deploying structured communication protocols, using project management software, and regular interdepartmental meetings. These interventions ensure that communication is uniform, transparent, and efficient across the organization.

Implementing Project Management Software:

Project management software such as Slack, Trello, or Microsoft Teams is a critical component of the proposed strategy. These tools can function as a centralized communication platform, allowing staff to interact in real-time, share information, and track project progress. According to a study by Cummings and Worley (2019), implementing technology to promote communication can result in considerable gains in coordination and collaboration across departments.

Project management software, for example, can be used to build task lists, allocate tasks, and set deadlines for individual projects. Employees can communicate immediately within the program, reducing the need for lengthy email chains and guaranteeing everyone on the team access to the same information. This real-time communication minimizes the possibility of miscommunication and ensures that everyone is on the same page.

Furthermore, project management software enables transparency by allowing all team members to view the status of tasks and projects at any time. This lowers the need for frequent check-ins and status updates, allowing staff to concentrate on their task. The program can also function as a repository for project-related papers, ensuring all team members have access to the information required to fulfil their tasks.

Regular Cross-Departmental Meetings

In addition to project management tools, I advise holding regular cross-departmental meetings to help teams communicate. These sessions would be held monthly or biweekly, allowing departments to share project updates, address challenges, and discover potential for collaboration. According to HBR (2021), regular face-to-face contact (even via virtual channels) enhances interpersonal ties and aids in the breakdown of silos that often exist in larger businesses.

During these sessions, department heads or project managers could provide updates on ongoing projects and suggest areas where their teams require additional assistance or feedback from other departments. This would help eliminate miscommunication and guarantee that all departments are on the same page about the company's goals and priorities. Furthermore, these sessions could provide a place for employees to express issues or offer improvements to existing processes.

Clear Communication Protocols

Clear communication guidelines are critical for ensuring that information flows smoothly throughout the organization. These protocols would define the appropriate channels for various forms of communication, such as project updates, team announcements, and customer questions. Urgent issues, for example, may be addressed by direct messaging in project management software, whereas non-urgent updates could be given during regular cross-departmental meetings.

Communication conventions would include cover email etiquette, meeting agendas, and documentation standards. This would assist in guaranteeing that employees understand when and how to deliver critical information, lowering the chance of misunderstandings or missed messages.

Overcoming resistance to change

One of the most difficult challenges in implementing the recommended solution will be overcoming resistance to change. As previously said, some employees may oppose established communication systems, worrying that it will increase bureaucracy or restrict their autonomy. Involving employees in the change process from the start is critical to address these issues.

According to Kotter's Change Model, the vision for change must be communicated clearly and consistently. This includes explaining the advantages of increased communication and addressing any specific concerns that employees may have. For example, executives might emphasize that established communication systems aim to promote efficiency and collaboration rather than impose unneeded bureaucracy.

Furthermore, leadership can establish opportunities for employees to contribute to creating new communication methods. This could be accomplished through focus groups, surveys, or feedback sessions where staff discuss their thoughts and concerns. By including staff in decision-making, leadership can lessen resistance to change.

Training and assistance will be essential to successfully transition to the new communication tools and processes. This includes training on utilisiutilizeproject management software and complying with the new communication standards. Continuous support, such as help desks or troubleshooting workshops, can help staff feel more confident in implementing new technology.

Expected Outcome

Deploying formal communication processes, project management software and regular cross-departmental meetings will significantly improve TechSphere Innovations performance. By increasing communication, the company may reduce project delays, boost collaboration, and guarantee that all departments are on the same page with the company's objectives and priorities.

These modifications are also expected to benefit employee morale. Clear communication standards eliminate employee uncertainty and irritation, creating a more unified and productive work environment. Furthermore, the chance for cross-departmental collaboration will aid in the breakdown of silos, resulting in a more inclusive and engaged workplace culture.

Improved communication inside the company will result in faster reaction times and fewer errors, leading to a better overall customer experience. If all departments are aligned and working together, the company can better address the needs of its customers.

Conclusion

In conclusion, fixing communication gaps inside TechSphere Innovations is crucial to the company's long-term success. The company may increase productivity and collaboration and create a more unified work atmosphere by introducing established communication protocols, project management software, and regular cross-departmental meetings. While employees may resist change, incorporating them into the process and providing training and support will help achieve a smooth transition. The suggested solution is predicted to significantly improve organizational performance, employee morale, and customer satisfaction, putting TechSphere Innovations in a strong position for future growth and success in the competitive technology sector.

References:

• Bowen, P. (2019). Emotional intelligence: Does it really matter? Wilmington, DE: Vernon Press.
• Cummings, T. G., & Worley, C. G. (2019). Organization development and change (11th ed.). Stamford, CT: Cengage Learning.
• Kotter, J. (2015, January 16). Change management vs. change leadership - What's the difference? [Video file]. Retrieved from https://www.youtube.com/watch?v=yseq-v9DFqg
• Lewin, K. (1951). Field theory in social science. New York: Harper & Row.
• Schein, E., & Schein, P. (2016). Organizational Culture and Leadership: Vol. Fifth edition. Wiley.