IOP4867
Assignment 03
Due 3 July 2025
,IOP4867
Assignment 03: Comprehensive Response
Due Date: 3 July 2025
Prescribed Textbook: Cummings, T.G. & Worley, C.G. (2020). Organization
Development & Change (1st ed.). Cengage Learning.
Contents
1. Introduction ............................................................................................................................................... 2
2. Five Key Elements of Change Management (Chapter 8 Overview) ..................................................... 2
2.2. Crafting and Communicating Vision ................................................................................................... 3
2.3. Building Political Support .................................................................................................................... 4
2.4. Designing and Implementing Change Interventions .......................................................................... 5
2.5. Institutionalizing and Sustaining Change ........................................................................................... 5
3. Conclusion ................................................................................................................................................ 7
4. Reference List ........................................................................................................................................... 8
, 1. Introduction
Change demands both strategic foresight and nuanced understanding of human
response. Chapter 8 of Cummings and Worley (2020) treats organizational
transformation as a tapestry woven from rational diagnostics and social dynamics. This
analysis will reveal assumptions beneath each change element, highlight continuities
and contradictions, and anticipate long-term organizational effects, all while preserving
the original insights and examples.
2. Five Key Elements of Change Management (Chapter 8 Overview)
2.1. Establishing Readiness for Change
Successful change begins with a clear, shared perception that current conditions are
untenable. This stage rests on two philosophical assumptions: that evidence alone
persuades and that stakeholders value transparency.
2.1.1. Creating a Compelling Case
Assumptions & Tensions: Leaders often assume data drives belief; yet personal
values mediate how facts are received. Over-emphasis on metrics can feel
manipulative.
Broader Implications: When crisis narratives ring true, they prime collective
momentum; when contrived, they erode trust.
Example: A regional hospital combined quantitative patient–safety data with first-hand
nurse accounts. This dual approach balanced objectivity with empathy, converting
abstract risk into a shared moral imperative (Cummings & Worley, 2020, p. 216).
2.1.2. Addressing Resistance
Assumptions & Tensions: Resistance is often labelled defiance, overlooking its role in
meaning-making.
Assignment 03
Due 3 July 2025
,IOP4867
Assignment 03: Comprehensive Response
Due Date: 3 July 2025
Prescribed Textbook: Cummings, T.G. & Worley, C.G. (2020). Organization
Development & Change (1st ed.). Cengage Learning.
Contents
1. Introduction ............................................................................................................................................... 2
2. Five Key Elements of Change Management (Chapter 8 Overview) ..................................................... 2
2.2. Crafting and Communicating Vision ................................................................................................... 3
2.3. Building Political Support .................................................................................................................... 4
2.4. Designing and Implementing Change Interventions .......................................................................... 5
2.5. Institutionalizing and Sustaining Change ........................................................................................... 5
3. Conclusion ................................................................................................................................................ 7
4. Reference List ........................................................................................................................................... 8
, 1. Introduction
Change demands both strategic foresight and nuanced understanding of human
response. Chapter 8 of Cummings and Worley (2020) treats organizational
transformation as a tapestry woven from rational diagnostics and social dynamics. This
analysis will reveal assumptions beneath each change element, highlight continuities
and contradictions, and anticipate long-term organizational effects, all while preserving
the original insights and examples.
2. Five Key Elements of Change Management (Chapter 8 Overview)
2.1. Establishing Readiness for Change
Successful change begins with a clear, shared perception that current conditions are
untenable. This stage rests on two philosophical assumptions: that evidence alone
persuades and that stakeholders value transparency.
2.1.1. Creating a Compelling Case
Assumptions & Tensions: Leaders often assume data drives belief; yet personal
values mediate how facts are received. Over-emphasis on metrics can feel
manipulative.
Broader Implications: When crisis narratives ring true, they prime collective
momentum; when contrived, they erode trust.
Example: A regional hospital combined quantitative patient–safety data with first-hand
nurse accounts. This dual approach balanced objectivity with empathy, converting
abstract risk into a shared moral imperative (Cummings & Worley, 2020, p. 216).
2.1.2. Addressing Resistance
Assumptions & Tensions: Resistance is often labelled defiance, overlooking its role in
meaning-making.
