Descartes Philosophy Descartes s Western...

â€Å"One should try to discard any doubts that he/she may previously have and try to start again from the beginning with knowledge that is for certain, the truth† says Descartes. The first two meditations out of Descartes’s six, gives the reader general ideas of Descartes’s western philosophical reasoning. Meditation one focuses on removing any doubts in the mind and meditation two focuses on how the mind is better than the body. I will describe Descartes’s major points for meditations one and two by gives rational reasoning to truly support the major claims that he is making. Descartes starts his argument by saying that he must start with new stronger premises. He says that he wants to brush away all doubts in his mind and start from the beginning with a new and real foundation of ideas. Descartes explains that the reasons behind the things that he learning, causes him to question his previous thoughts or doubts. Therefore, he must search for real reasons which can be supported to help him develop better knowledge. Descartes follows a unique pattern of giving reasons through steps. For instance, he says that his doubts come from what he has learned from his senses. He expands this idea, by justifying that senses can deceive humans if these senses are about small objects. What I understand from his argument is that, he believes every little thing has its own sense and humans can fall victim to these senses by believing it. For example, if a person is addicted to something thenShow MoreRelatedPropelling Rational Thought Over Compelling Empiricism1459 Words   |  6 PagesEmpiricism Aaron Nicely Intro to Philosophy 02-09-2016 In this paper I intend to examine the rationalist philosophy of Rene Descartes and fundamental empiricism of John Locke’s philosophical arguments, in particular their ideas relating to the science of man, his identity and attempt to explain distinctions between the two. As I lay the framework of my argument it is important to understand the precepts that serve as the underpinning for the views considered by Descartes and Locke respectively. Read MoreKant vs Aristotle1314 Words   |  6 PagesThe Platonic Rationalist and Aristotelian Empirical Way of Thinking Philosophical Inquiry Section ON22 Erich Grunder Jim Cook 3/2/2007 During the 17th and 18th century two philosophers, Plato and Aristotle, arose carving for themselves a trench in the philosophical world. We can see the biggest distinction between the two in their theories of how we know things exist. The traditions of Plato and Aristotle have been dubbed rationalism and empiricism respectively. Under these traditions manyRead MorePhilosophy Of The Middle Ages1124 Words   |  5 Pages Philosophy Approach All the approaches to philosophy over thousands of years are still relevant today. Unless all the questions that philosophers and others have asked have been satisfactorily answered, then any approach is still useful. In the Middle Ages the goal, according to the textbook (Stewart, Blocker Petrik, 2013), the focus of philosophers was to bring together philosophy with the needs of the Church. The most important question revolved around the idea of God and how he should beRead MoreEssay about Descartes vs. Spinoza1588 Words   |  7 PagesTerm Paper, Philosophy 1107 Aaron Davis Evaluation Comparison Between Descartes and Spinoza About The Paper: What I will do in this following paper is to discuss two very interesting philosophers, Rene Descartes and Benedictus de Spinoza. I will discuss each philosopher’s perspectives and insights on their most recognized theories and thoughts. I will then evaluate them and then give my opinion on the given topic. By doing this, I will contrast the similarities andRead MoreThe Basic Principle Of Inquiry1195 Words   |  5 Pagesprinciple of inquiry is what constructs the pillars of philosophical thought. As in all things, the beginnings of philosophy were somewhat elementary, but complexity has built as history advances. Philosophy is loosely organized into 2 fields, Western and Eastern. Western philosophy is associated with Ancient Greek, Roman, Western Europe, and later on, the Americas’ process of thought. Being that we are predominantly influenced by this field of philosophy (due to our location) it is essential that we mustRead MoreBranches of Philosophy8343 Words   |  34 PagesBranches of philosophy The following branches are the main areas of study: †¢ Metaphysics investigates the nature of being and the world. Traditional branches are cosmology and ontology. †¢ Epistemology is concerned with the nature and scope of knowledge, and whether knowledge is possible. Among its central concerns has been the challenge posed by skepticism and the relationships between truth, belief, and justification. †¢ Ethics, or moral philosophy, is concerned with questions of howRead MorePhilosophy of the Mind2347 Words   |  10 Pages    The   Philosophy   of   Mind       Introduction The philosophy of body and mind has been a highly debated topic since its launch in the 17th centaury by Rene Descartes. Since then, many philosophers have written on the subject matter and many theories have emerged as a product of this lively debate. In this essay, I will analyze and critique a selection of philosophers who ponder on the body-mind topic since the 17th century, and ultimately evaluate Paul M. Chruchland’sRead MoreLanguage and the Destiny of Man12402 Words   |  50 PagesÅžtefan Afloroaei / Descartes and the â€Å"metaphysical dualism† Descartes and the â€Å"metaphysical dualism†: Excesses in interpreting a classic* Al.I. Cuza University of Iasi Abstract The article focuses on one of the most serious accusations brought against Descartes and modern philosophy, namely â€Å"the dualism of substance†. The accusers claim that the human body and soul were viewed as completely separate; consequently, their relationship as such and the united being of man become incomprehensible. AsRead MoreRene Descartes s Philosophy On The Mind3358 Words   |  14 Pages Introduction to Philosophy October 23, 2014 Renà © Descartes Descartes is one of the most influential and well-known philosophers of all time. The idea he is most famous for is his explanation on the mind. Renà © Descartes is often credited with being the â€Å"Father of Modern Philosophy.† This title is justified due both to his break with the traditional Scholastic-Aristotelian philosophy prevalent at his time and to his development and promotion of the new, mechanistic sciences. He wasRead MoreThe Foundations Of Rationalism By Plato1762 Words   |  8 PagesFaith, like prejudice, is an enemy of reason, yet if the power of reason to enquire important answers to fundamental questions has been demonstrated in the western tradition since Plato, faith, which remains today a prominent global force manifested in religion, too, holds a function in logical enquiry. Faith is to hold a conviction void of actual evidence, yet Reason needs faith in order to function, it is faith that is linked to the imagination and hypothesis for enquiry. Hum ans are not machines

Ethical Leadership versus a Written Ethics Code Essay

Ethics, which is less commonly known to us as moral philosophy, is an affiliation of philosophy that talks about issues of morality, concepts such as crime and justice, good and evil go hand in hand with morality. Ethics plays a major part in society and it is the way people behave in certain situations, over the years it has come under the spotlight through numerous situations. In this essay I will discuss whether a written code of ethics combined with ethics training is more effective than strong ethical leadership and vice versa. In an organisation ethics are supposed to set standards as to what is the right thing to do in conduct and decision making however this is not always the case. Over the years different scandals have occurred†¦show more content†¦Principle-based statements define the key values of a company whereas the policy-based statements outline the measures to be taken in different situations, which of course concern morality. Moreover, by having a written c ode of ethics it will be of more understanding to the employees and it will be something that they can read due to the fact that it will be written. However, a book with different formal statements of how the company is meant to be working and dealing with different moral issues and of course social is not enough, if combined with training it can prove to be even more effective. By providing training for the written code of ethics, it is like giving a food supplement to a human being who may be missing some important vitamins. Through the training procedure it will help the potential employees understand the company’s mission and policies, thus helping them getting to grips of how to deal with day to day ethical issues. A good example of a strong training program is that of The Boeing Corporation, which obligates employees to do an hour long ethical training each year and has their senior managers attend a five-hour training a year. However, it does have its disadvantages and the most important being that it is time consuming and at the same time costly. Furthermore, a strong ethics-training programme does not guarantee that there will not be any faults. For example one scandal that is well known to the broad public is theShow MoreRelatedThe Board Of Directors And Leadership At Hsbc Finance Corporation1426 Words   |  6 PagesHousehold International now known as HSBC Finance Corporation has made changes to its leadership, attempted to strengthen its reputation, and has shown a commitment to ethical practices by instituting committees to regulate and observe the day to day activities of the business. Compared to other companies, they have excelled in some areas and have struggled in others, such as growing a strong and stable reputation. The company has been forced to be mindful of all transactions and act ethicallyRead MoreEssay about Ethics in International Business1657 Words   |  7 Pagesï » ¿ Ethics in International Business Abstract International business ethics challenges the corporate world to deal with questions of what to do in situations where ethical standards come into conflict as a result of the different cultural practices in the nation. Since, there is this dilemma that has progressively troubled the large multinational corporations, international business ethics has arisen to help address these adhesive subject matters. There are several international businessRead MoreEthical Values And Behaviors Of An Organization941 Words   |  4 Pagesclass, How do ethical values shape behavior in organizations? According to Saleem (2014), ethical values and behaviors of an organization are made up of organizations institutionalized philosophies along with the moral ideologies of its members. In addition, the codes of ethics help to enhance the moral reasoning of employees while shaping their behaviors towards morally questioning unethical situations. Organizational leaders are encouraged to build cultures of trust with leadership who establishRead MoreEthical Principles Of The Workplace796 Words   |  4 PagesEthical Principles in the Workplace In the corporate world today, businesses that are enormous and those that are less enormous, must follow some ethical principles. An organization’s ethics matters significantly because standards lean toward the organization’s reputation regarding trust, respect, equality, and fairness† (Society for Human Resource Management, 2015, p. 119). To just put it, having ethical principles in place that are good for the business matter and sometimes they don’t. For exampleRead MoreThe Code Of Conduct For Armed Forces1413 Words   |  6 PagesAt first, looking at the Code of Conducts for Armed Forces, it demonstrates its loyalty to the uniform, the civilians of United States of America, and the Military itself. However, when reviewing the Code of Conducts, one will notice that it does not cover what many organizations go over such as discrimination and conflict of interest. The doctrine was written and signed by President Dwight D. Eisenhower on 17 August 1955 and has only modified twice since. When women entered the workforce, it madeRead MoreComparison Of Two Occupations, Social Work And Skills, Training, And Requirements1547 Words   |  7 Pageslittle interaction with others and for information to be very precise in every situation. Compare that to a therapist whom interacts with people daily and no two situations are the same or precise. I am going to compare two professions, Social Work versus Information Technology, to explore the similarities and differences in these two occupations. Social Worker Social Work is defined as, â€Å"The professional activity of helping individuals, groups, or communities enhance or restore their capacity forRead MoreA Comparison Assessment Of Leadership Competencies1396 Words   |  6 PagesA Comparison Assessment of Leadership Competencies in Healthcare Michelle M. Fulop University of Cincinnati Healthcare Informatics â€Æ' A Comparison Assessment of Leadership Competencies in Healthcare There are a multitude of competency requirements needed to become an effective leader in the healthcare industry. Important leadership qualities are centered around skills and behaviors that assist in successfully executing an organization’s strategic vision. Priority quality competencies involve decisionRead MoreHow Group Leaders must Conduct themselves and their Group1753 Words   |  7 Pagescommunicated. Not only does it allow them to hear what their group will be doing but gives them the opportunity to voice any concern or question that they have. According to ASGW Best Practice Guidelines 2007 â€Å"informed consent should consist of oral and written statements that cover the following: The professional disclosure statement: group purpose and goals; group participation expectations including voluntary and involuntary membership; role expectations of members and leaders; policies related to enteringRead MoreUnit Three Essay. What Is Leadership? How Does Society1506 Word s   |  7 PagesThree Essay What is leadership? How does society define as good and bad leaders? What are the traits most embodied by the successful leaders? These questions, along with many other, have been the topic of debate for centuries. Defining leadership in hard terms can be a challenging thing. In one hand, soldiers in the Army, for instance, can recite the definition of a leadership that came out of a publication. On the contrary, most soldiers will struggle to define what leadership means to them, in theirRead MoreEssay on Ethics, Values and Leadership in Business 2149 Words   |  9 PagesExplain the importance of ethics and values in business sustainability. Question 2: How important is leadership in the success of business organizations. CONTENTS Cover Page†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..1 Contents Page†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.2 Ethical Values and Business Sustainability†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 Importance Of Leadership In The Business Organisation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.6 Bibliography†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 Ethics And Values In Business

Go Tell It on the Mountain Free Essays

Twenty years after the book, John views on racism, religion, society, personal relationships, and sex will be different from twenty years before. John gains more experiences and knowledge, so he will have better understanding of these issues. Most organizations and movements are form in the 1950s. We will write a custom essay sample on Go Tell It on the Mountain or any similar topic only for you Order Now John will become a civil rights activist to fight for equal rights. He will also be fighting for gay rights. The religion awakening occurs in the 1950s. John might form his own religion or becomes agnostic. He will form organizations and charities to help African American communities. He will rebuild relationships with those that he hates in the past. Racism in 1950s still remained strong, but this issue was heating up. There were many civil unrest at that time. It was the beginning of civil rights movement. Blacks were frustrated the fact that they still haven’t got the equal rights the government promise. John’s past experiences will guide to him the forefront of the movement. In the past, He thought the blacks were inherently inferior than the whites. For example, he was happy when the white school principle told him that he was a very bright boy, but when his colored neighbor told him he would be a great leader, he was unmoved. If he was able to enroll into college after the book, he probably changed views on blacks. The knowledge that he gain and personal experiences should helped him to piece everything together. In his 34th birthday, he is no longer ignorant. He knows that his race is not inferior than the whites. Poverty, lack of education, limited rights and other obstacles are what stop blacks from moving on and be successful. This will motivate him to become a civil rights activist to fight for equality. In the book, he didn’t seem to have any negative feelings against his whites. As he grows older, he might develop hatred for whites, because he will suffer more prejudice and racism from whites when he starts to work in the outside world. Religion becomes popular again in the 1950s. Interest in religion was suddenly so high that, a new awakening was born. According to the book, John seems to have interest in religion. He falls asleep and does not concentrate on his religious studies. He doesn’t want to be a preacher like his dad, Gabriel. He questions the church, because it does things that contradict the ideal beliefs. For example Gabriel is Christian, but he beats his own wife and children. He even stole money from his wife. He’s a hypocrite just like the other ministers in church. During the twenty-four elders meeting revival meeting, the ministers are well-dress, well-fed, and full of themselves more than the holy spirit. The ministers are supposed to be messengers of god that forsaken worldly pleasures to serve the god and people. They even mocked Deborah of her rape. John will most likely become agnostic, or form his own religion that base on ideal beliefs. Agnosticism is a view that humans currently do not have enough knowledge to justify if beliefs of deities exist or not. If John has kids, he will teach his kids the knowledge of religion, but he will give them the choice to believe it or not. He will not force his kids to believe it like Gabriel did to John. Many religious parents are like Gabriel that only give their kids one-sided views and brainwash them when they are young. They constantly say terms, such as â€Å"Christian child†, â€Å"Muslim child† or whatever child. Those child are just kids, of course they will just listen to their parents blindly. The parents already make the decisions for them. John will give his kids the best resources, spent time with each of them, and put all his heart to raise them. Even though he hates his dad, but he will respect some qualities of his dad. He will forgive him, because he realizes that the environment is what creates the monster inside his dad. Gabriel spent his lifetime full with hate, hostility, unfulfilled ambitions and dreams, unrealized hopes and expectations, heartbreak, humiliation, and being demeaned and devalued. All these factors created all those negative traits. Gabriel could have been successful, but his path was paved by the white authorities and systems. John will visit his dad, and build a better relationship with his dad. Many blacks are in similar situations like John. They are poor, live in ghetto, don’t have enough food, have to deal with whites and many other problems. John will form organizations and charities to donate resources to black communities or other colored communities. He will set up schools for colored people too. He encourages kids to go to school, be who they want to be. He knows blacks need education in order for them to break the system and pull themselves out of poverty. They can’t change the system if they don’t know how the system works. Schools strengthen the new generations on fighting for equal rights. John wants students to decide who they want to be, instead of letting their parents make the choices for them. Programs will be set up to teach parents how to deal with their kids efficiently and prevent child abuse. LGBT (lesbian, gay, bisexual, transgender community) rights movements were the most notable in 1950s. It took place all over the world, not just America. John acknowledges himself as a homosexual, but may not openly admit it. He didn’t accept his homosexual feelings when he was young. The society caused him to be ashamed of his homosexual feelings. Homosexual was forbidden in communities all over America regardless of what community you live in except gay communities. Discrimination against homosexuals is heating up in 1950s similar to civil rights movement. John may not able to join the gay organizations, because homosexual whites may not accept him. He will form his own colored gay organizations. He loved Elisha; he masturbated in school lavatories thinking of Elisha and older boys. He might confess his love for him even though he knows Elisha is not gay. John’s life revolves around a society that is full with racism, sexism, and other types of discrimination. He has to go though one of the crucial times of US history. The fact that he is black and gay already has a huge impact on his life during 1950s. The 50s were the time of minorities, such as colored people, and LGBT communities dealing with issues that US government ignored before that time period. He will be at the center of the movement guiding those that are in the similar situations as him. How to cite Go Tell It on the Mountain, Essay examples

Diversion Essay for Possession of Alcohol free essay sample

How a Criminal Recacord Affects Ones Future A criminal record at any age could severely affect one’s life and future. For example one can lose their job and any opportunities that may present themselves. A criminal offense depending on how serious the charge is they may lose their right to vote for good. If the offender is a minor any opportunities for future education and scholarships are virtually out the window. I understand that what I did could determine the quality of the rest of my life. It could affect my family that I could possibly start in the future; it could destroy my reputation and the trust of my parents. Teenagers can easily fall in with the wrong crowd which is usually why they will start behaving irrationally. The peer pressure and influence of ones self-esteem issues can get one involved with things that one would not usually consider doing ever. We will write a custom essay sample on Diversion Essay for Possession of Alcohol or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page As a senior in high school one may think that he or she can party, drink under the age of 21, and other substances because it is their last year before college and they can smell the freedom. What they are not aware of, like me, that no matter what time in their academic career he or she can get into serious trouble. Getting caught as a minor while applying for college, scholarships, grants, athletic commitments, or military service. Can jeopardize the bright future that they have just a few short months away. At any time a college, job, or scholarship can be revoked. I was stupid and sophomoric to think that I was immune to any of the consequences involved with illegal activities at my age. Also everything I had going for me was put in danger. If there was anything I could say to advise one of my peers that believed he or she could party and drink alcohol under the age would be that it’s not worth it. And that he or she should would be remise if they did not just wait till they were 21. Even if they made it to college, heading down this path becomes increasingly risky because they are now a legal adult and subject to more serious punishment. A criminal record should best be avoided at any cost, even if it means that you sacrifice all the supposedly â€Å"good times† that other possible offenders believe that they are having. It just not worth the risk. Your whole life is ahead of you; why not wait until you are of legal age.

Leading Innovation and Change

Abstract This paper provides a critical review of the theories of change and innovation, as well as, leadership of change and innovation. It also presents an assessment of my leadership skills, as well as, examples of change processes that I have participated in.Advertising We will write a custom essay sample on Leading Innovation and Change specifically for you for only $16.05 $11/page Learn More The change that I successfully led involved improving the website of a bank. This change was successful because of effective planning and my ability to create a sense of urgency. In addition, a team of experts from the bank who had a clear understanding of the company’s needs modified the website. A less successful change that I have led involved renovating 32 bank branches and increasing the efficiency of serving customers. This change failed because of inability to eliminate obstacle (financial constraints) and early declaration of victory. An analysis of my leadership skills reveals that am capable of creating urgency for change and the vision to guide its achievement. My main weakness is inability to eliminate obstacles to change. Introduction Innovation refers to the creation of new customer value by developing solutions that satisfy emerging needs, unarticulated needs, as well as, existing market needs in a different manner. Change, on the other hand, involves initiating and managing the consequences of new business processes, organizational structure, and culture. In most organizations, change and innovation often occur simultaneously. Thus, the two can be conceptualized as two sides of the same coin. Figure 2, in the appendix highlights the increase in innovation in the UK, in terms of expenditure on RD. Change and innovation can be realized if effective leadership guides the process.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This paper presents a critical review of various innovation and change theories. An assessment of my leadership skills will also be discussed. Critical Review Creativity, Innovation and Change Creativity, innovation, and change are related concepts that managers often use to create competitive advantages for their organizations. In the business world, creativity is associated with the production of novel and valuable products (Imtiaz 2012, 326-332). Thus, creativity refers to â€Å"the mental ability to conceptualize new, unusual, or unique ideas and to identify the new connection between random and unrelated things† (Barcana 2010, pp. 6-7). In this regard, creativity involves the production of an original and worthwhile product. According to Amabile (1997, pp. 39-58), creativity is determined by the following factors. First, organizational encouragements facilitate creativity. Creativity develops in an environment that supports risk-taking. Additionally, motivation facilita tes creativity by influencing the extent of explorations, as well as, the possibility that alternative responses will be evaluated. Intrinsic motivation develops within an employee because of the interest, satisfaction, and challenges that are associated with the execution of a task. A performance-based reward system often leads to the development of intrinsic motivation. Second, resource availability determines the level of creativity in an organization. According to Amabile (1997, pp. 39-58) the resources that facilitate creativity include sufficient funds, training programs, and work materials. Finally, creativity develops in organizations whose management practices encourage autonomy among the employees.Advertising We will write a custom essay sample on Leading Innovation and Change specifically for you for only $16.05 $11/page Learn More Innovation is the process in which the ideas generated through creativity are transformed into actual products o r processes. Thus, creativity leads to innovation. According to Von and Stamm (2009, pp. 49-66), innovation does not only require the use of structured processes, but also changing the behaviors of people. Moreover, significant innovation can only occur if several processes are used to achieve it. In this regard, innovation brings about change in the organization. Organizational change involves executing business activities through new and better processes that facilitate value addition and efficiency. Organizational change also involves transforming norms, values, and business cultures. This helps managers to align their organizational culture to the desired change (Bent, Paauwe Williams 1999, pp. 377-404). The foregoing discussion indicates that creativity, innovation, and change are interrelated concpets. Thus, an organization that intends to achieve meaningful change must encourage both creativity and innovation. Innovation According to Tidd Bessant (2009, pp. 3-50), innovatio n refers to successful utilization of novel ideas. This involves the use of new or improved ideas to perform technical, manufacturing, and management activities that are associated with the production of a new or an improved product. Goffin Mitchell (2010, pp. 1-40) assert that innovation is characterized with technological improvements and the use of better techniques to perform business activities. They further, state that innovation is manifested in processes such as product development, and strategy formulation among others. In this regard, innovation refers to â€Å"scientific, technical, commercial, and financial steps that are necessary for the successful development and marketing of new or improved products† (Goffin Mitchell 2010, pp. 1-40). Furthermore, innovation includes the development of new or improved business processes. Based on these definitions, the fundamental elements of innovation include change, the degree of change, as well as, the source of the chang e and its influence. These elements define the different types of innovations.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Types of Innovation Goffin Mitchell (2010, pp. 1-40) categorize the various forms of innovation according to what is being changed and the degree of the change. With reference to the thing that is to be changed, Goffin Mitchell (2010, pp. 1-40) identify three types of innovations namely, process innovation, services innovation and product innovation. Service innovation involves creating new services or improving existing ones in order to satisfy market needs. Similarly, product innovation entails the development of new products or improving existing ones in order to meet the customers’ expectations. In process innovation, organizations develop new business processes or improve existing ones in order to boost their efficiencies and competitive advantages. Tidd Bessant (2009, pp. 3-50), extend this category by identifying two more types of innovations namely, paradigm innovation, and position innovation. The later involves changing the mental models that shape organizational behavior and activities, whereas the former refers to the modification of the context in which new or improved products are launched. By considering the degree of change, Goffin Mitchell (2010, pp. 1-40) identify two types of innovations namely, radical and incremental innovation. Radical innovation is associated with the use of breakthrough ideas or techniques to create new products or processes. Radical innovation often creates new markets or modifies existing ones through introduction of superior products. Incremental innovation, on the other hand, involves making small but important improvements to existing products or process in a consistent manner. Managing Innovation Tidd Bessant (2009, pp. 3-50) characterize innovation as a continuum in which minor changes occur at one extreme end, whereas radical changes take place on the other extreme end. Thus, incremental changes occur at the center of these two extremes. Goffin Mitchell (2010, pp. 1-40) agree with this perspective b y asserting that innovation occurs through a series of phases. This progression occurs irrespective of the type of innovation. According to Goffin Mitchell (2010, pp. 1-40), innovation is an organization wide exercise rather than the preserve of the research and development (RD) department. Consequently, important departments such as human resources management, finance, marketing, and operations among others should actively participate in innovation. This facilitates creation of synergies through sharing of ideas and resources (Reiss 2012, p. 67). Innovation requires an effective leadership since it is a change process. Furthermore, the leadership must develop an effective innovation strategy. According to Goffin Mitchell (2010, pp. 1-40) the implementation of the innovation strategy include tasks such as assessing the influence of market trends on the need for innovation, as well as, the role of technology in the process of innovation. Moreover, the management must create awarene ss about the role of innovation among the employees and align the available resources to the innovation strategy. In this regard, innovation requires a framework that enables organizations to match technical expertise with their employees’ soft skills. Apart from formulating a strategy, the following elements of innovation must be managed. First, a pool of ideas must be generated through strategies that encourage creativity. Concisely, creativity should enable the organization to utilize both internal and external knowledge to innovate. Good ideas should enable the organization to take into account the technical, customer, and market needs in its decisions (Goffin Mitchell 2010, pp. 1-40). Second, a prioritization mechanism that involves analysis of risks and returns must be available to enable the organization to choose the right ideas. Third, the implementation of the innovation should take the shortest time possible. The implementation stage includes processes such as pro totyping, testing, and commercialization. Finally, innovation requires effective management of human resources (Goffin Mitchell 2010, pp. 1-40). This involves adopting effective staffing and training policies, as well as, creating functional organizational structures and a culture of innovation. Change Change is the process through which business strategies or departments of a company are modified in response to the prevailing market or industry trends (Kuntz Gomes 2012, pp. 250-256). Change occurs in nearly all organizations, and its effects can be negative or positive. Some of the aspects of an industry that are likely to change include regulations, technology, and resource availability. Thus, change management is the process of handling these alterations in a systematic manner. The aspects of change management include the following. First, it involves identifying and introducing new values, norms, and behaviors that will facilitate execution of business activities using improve d techniques (Kuntz Gomes 2012, pp. 250-256). Second, it involves building consensus among stakeholders concerning the changes designed to satisfy their needs in a better manner. Finally, change management involves planning, testing, and implementing the processes that are associated with the transition from one business model to another. Lewin’s Force Filed Model According to Lewin’ model, organizational behavior is determined by â€Å"the dynamic balance of two forces namely, driving and restraining forces† (Bernard 2004, pp. 23-45). Change occurs when the balance between these forces shifts in either direction. Driving forces are those that facilitate achievement of the required change. Restraining forces, on the other hand, are the factors that hinder achievement of the desired change. The two forces create a state of equilibrium in the organization. Concisely, no change will occur if the magnitudes of the two forces are equal. Thus, a change in the magnitu de of one of the forces will create a new balance or quasi-equilibrium, which represents organizational change. According to Lewin’s model, successful change occurs in three phases namely, unfreezing, moving, and refreezing (Bernard 2004, pp. 23-45). Unfreezing occurs when the equilibrium between the forces is destabilized. Movement involves altering the driving and restraining forces in order to achieve the desired change. At the refreezing stage, behaviors that promote positive change are reinforced in order to sustain the achieved change. The strengths of Lewin’s model are twofold. First, it provides a useful framework that enables organizations to scan their environments in order to identify impending changes. These changes are essentially the threats and opportunities in an organization’s environment (Bernard 2004, pp. 23-45). In this regard, the model helps organizations to plan and implement the type of change that will enable them to take advantage of op portunities and minimize threats. S econd, the model enables organizations to plan for the utilization of the available resources in preparation for the impending change. Concisely, resource planning is often easy if their intended use is known in advance. Despite its importance in planning, Lewin’s model has the following weaknesses. First, change is not always achieved by influencing the behaviors of the members of an organization. This is because change can occur due to external factors such as the emergence of new technologies or enactment of new regulations. For example, a law that prohibits the use of coal will force a manufacturing firm to change its production technique without necessarily convincing the firm’s members to embrace the change. Second, creating change by diminishing the restraining forces can cause harmful tensions due to the competing perspectives of the individuals who are supporting change and those who are opposing it (Bernard 2004, pp. 23-45) . The party that loses in this competition can develop low morale, thereby limiting the possibility of achieving the change. Third, the movement phase ignores the roles of non-human resources such as financial capital in the process of implementing change. Concisely, it is unrealistic to implement change by simply influencing stakeholders’ behaviors. Non-human resources and technical processes are also important at the implementation stage. Finally, the freezing stage focuses on maintaining the already achieved change rather than promoting advancement of the change process. In this regard, the culture of change can be lost as the organization focuses on maintain the new status quo. Haye’s Theory Haye (2010, pp 41-55) extended Lewin’s force-field theory by developing a change model that consists of eight stages. The first stage involves identifying the need for change. This stage involves influencing people’s attitudes towards change, interpreting the busi ness environment and making decisions to change the status quo. The second stage involves commencing the change process by creating a desire for change among stakeholders. The third stage entails a diagnosis process in which the current state is examined in order to identify the weaknesses of the organization. This leads to the fourth stage in which the change vision is developed. The fifth and the sixth stage involve preparing and planning for implementation (Haye 2010, pp 41-55). The tasks that must be completed, as well as, the time and the recourses that are needed to implement the change are identified at this stage. At the seventh stage, the change is implemented. Furthermore, monitoring and control measures are put in place to guarantee achievement of the desired outcome. The last stage involves maintaining gains in order to sustain the change. Additionally, attempts are made to improve the change. Heye’s model has the following strengths. To begin with, it addresses t he weakness of Lewin’s refreezing stage which focuses on maintain the already achieved gains. In this regard, Heye’s model enables organizations to improve their competitiveness by approaching change as a continuous process (Reiss 2012, p. 134). The model highlights the importance of monitoring and control mechanisms in the implementation stage. These mechanisms help organizations to identify mistakes and to take corrective actions in time, thereby preventing failure. Finally, the model improves Lewin’s theory by identifying additional resources that are necessary for successful implementation of change (Haye 2010, pp 41-55). Concisely, it recognizes the importance of taking into account time and non-human resource constraints at the implementation stage. The main flaw in Heye’s model is that it focuses only on planned change. In reality, the application of planned change is difficult due to the complications associated with predicting future changes. Bes ides, using a rigid blueprint to introduce change limits the organization’s ability to take into account emerging changes or concerns during the implementation stage. Heye’s model cannot be used to address unexpected changes or situations that require urgent response. This is because there will be not adequate time to prepare a blueprint for the change (Reiss 2012, p. 141). Moreover, it is not possible to plan for a change that is not expected to occur. The other weakness of the model is that it lacks a clear framework for change management. Much of the tasks in stage two and three occur at the first stage. Concisely, reviewing the current state (stage 3) and commencing the change process (stage 2) are essentially part of the first stage. Moreover, monitoring is done only during the implementation stage. Ideally, monitoring and evaluation should continue even after implementation in order to identify opportunities for improvements. Kotter and Cohen’s Model Kotte r Cohen (2002, pp. 1-13) also developed a change management model that consists of eight stages. In this model, change begins with the creation of â€Å"a sense of urgency among relevant people† (Kotter Cohen 2002, pp. 1-13). A guiding team is established in the second stage to lead the change process. This team consists of individuals with advanced technical and leadership skills, as well as, adequate authority and connections. In the third stage, the guiding team develops a clear vision for the desired change. They also formulate strategies to facilitate achievement of the vision. At the fourth stage, the guiding team communicates the vision to all stakeholders in order to improve their understanding of the impending change. The obstacles that are likely to hinder the achievement of the vision are eliminated at the fifth stage. The sixth stage focuses on creating short-term wins to encourage members of the organization to continue with the change. In the seventh stage, th e pursuit of the vision is intensified through achievement of a series of changes. In the last stage, the guiding team creates a new culture that sustains the change. The main strength of this model is that it emphasizes the importance of creating and communicating a clear vision for the change. A clear vision is important because it enables organizations to focus on the stated change objectives. The model also highlights the importance of effective teamwork in the process of implementing change. A team of highly skilled individuals is likely to generate enough ideas in order to translate the vision into reality (Kotter Cohen 2002, pp. 1-13). Finally, by creating a new culture at the last stage is likely to sustain the change, especially, if the members of the organization identify with culture. Despite its strengths, the model has some flaws. To begin with, entrusting the change process with a few ‘relevant’ members of the organization can cause isolation of employees and resistance to change. Moreover, creating a sense of urgency is all about influencing the perspective of the entire organization about the change rather than convincing a few ‘relevant people’ to accept the change (Bent, Paauwe Williams 1999, pp. 377-404). Even though the relevant people might develop the sense of urgency, change might not occur if other members of the organization reject it. Finally, creating short-term wins can lead to premature celebrations, thereby jeopardizing achievement of the vision. Concisely, members of the organization might relax after the first achievements, thereby losing their focus on the vision. The main similarity of the three models is that each of them focuses on change management through a series of stages. Hence, they conceptualize change as a continuous process. However, the activities associated with each stage vary from model to model. The other similarity is that they focus on sustaining change by reinforcing achieved gain s. Theory E The aim of this theory is to facilitate creation of economic value in line with the expectations of the shareholders. According to this theory, creation of economic value is the most important objective of the firm (Beer Nohria 2000, pp. 1-31). Thus, economic value is the only objective that firms should pursue. Additionally, financial incentives are used to motivate members of the organization to achieve the sole objective of creating economic value. Leaders using this theory focus on changing the organization’s strategies, structures, as well as, systems. Since these aspects of the organization can readily be changed, quick financial results can be achieved. Since market expectations drive change, the change process must be pragmatic and well planned. In order to develop these plans, the organization has to engage large consulting firms for professional advice. This is expected to enable the organization to realize rapid and outstanding improvements of its econ omic value. The main strength of theory E is its ability to facilitate high returns on investments. In this regard, it promotes sustainability since the high returns can be used for further investments and programs that benefit all stakeholders (Kuntz Gomes 2012, pp. 250-256). However, the theory has several drawbacks. To begin with, focusing on strategies and systems is less likely to be effective if employees are not involved in the process of changing the organization’s structures (Aitken Higgs 2010, pp. 41-55). This is because the employees are not likely to identify with structures that are imposed on them. Besides, ignoring the ideas of employees prevents innovation. As illustrated by figure 1 in the appendix, sources of change have diverse characteristics, which can best be articulated through a bottom-up leadership style. It is apparent that not all organizations can afford the services of large consulting firms. Besides, the solutions developed by the consultants c an be ineffective if the needs of the organization are not clearly understood. While financial incentives can motivate achievement of change, skill-based incentives have to be implemented to facilitate innovation. Skill-based incentives will promote acquisition of advanced skills that must exist if meaningful innovation is to be achieved (Beer Nohria 2000, pp. 1-31). Finally, the theory provides a narrow view of the firm. In modern economies, objectives such as corporate social responsibility (CSR) and good corporate governance are just as important as the financial objective. Thus, the financial objective cannot be considered in isolation of other objectives that often facilitate its achievement. Theory O According to theory O, the purpose of change is to enable an organization to develop capabilities such as employees’ ability to identify and solve problems. In this regard, the main objective is to develop a work system that promotes emotional commitment among employees in order to improve the firm’s efficiency and effectiveness (Beer Nohria 2000, pp. 1-31). Thus, the management has to articulate and promote the values and behaviors that inform the organizational culture and emotional commitment. Theory O advocates for non-pragmatic and emergent planning for change. Planning is led by the employees and is done through experiments, which facilitate innovation. Engaging employees enhances motivation; thus, financial incentives only play a supplementary role in improving morale. Proponents of theory O prefer a consulting model that focuses on process. The rationale of this preference is based on the premise that small projects and engagement of a handful of consultants will facilitate a lasting cultural transformation that promotes innovation. The main strengths of theory O is that its focus on organizational culture helps in implementing a lasting change, which all stakeholders identify with (Kotter Cohen 2002, pp. 1-13). By promoting commitme nt among employees, innovation can be achieved even in the absence of financial incentives (Filippetti 2011, pp.32-45). Additionally, it is easier to innovate if emerging issues are taken into account during the planning process. Similarly, a consultancy model that focuses on process promotes innovation by enhancing employees understanding of new processes. Theory O is often criticized due to the following flaws. To begin with, the fact that non-financial objectives are important does not mean that organizations should not focus on creating economic value. It is apparent that a firm that performs poorly in terms of returns on investments will be less attractive to investors. Besides, poor financial performance will hamper the implementation of programs that promote commitment among employees. In this context, theory O cannot promote sustainability in the long-run. Cultural transformation and development of emotional commitment often take a long time. Thus, theory O cannot be used to implement revolutionary change. Finally, ignoring expert advice from consultants can hurt the organization. In most cases, product and process innovation requires expert advice, which can only be obtained outside the organization (Von Stamm 2009, pp. 49-66). Leadership of Change and Innovation According to Balogoun Hope (2008, pp. 20-59), change can only be successful if there is a person who is responsible for leading it. In this regard, Balogoun Hope (2008, pp. 20-59) identified the following change roles. First, there must be a change champion. This can be the CEO, or the MD of the company. Second, there must be external facilitation. Concisely, organizations should hire external consultants to provide expert advice during the change process. Third, a change action team has to be created to lead the change process. Finally, there must be functional delegation. In this case, the change responsibility is delegated to a given department such as human resource management. Externa l consultants can provide useful advice that leads to the achievement of the desired change because most of them have vast experiences and knowledge. However, they can be very expensive, thereby limiting the ability of organizations to access their advice. In some cases, external consultants may lack accountability or may fail to understand the organization’s needs. In this situation, consultants are likely to give misleading advice. The benefit of establishing a change team is that it facilitates generation of ideas and ownership of the change process (Von Stamm 2009, pp. 49-66). However, making decisions in a large team can be time consuming due to the need to build consensus among the members. Moreover, entrusting the change process with only one department is likely to cause failure. This is because change is a multidimensional process that requires the input of all departments. Aitken Higgs (2010, 41-55) also identified four change roles namely, change advocates, chang e sponsors, change agents and change targets. The role of the change advocate is to initiate the change process. The skills needed in this role include ability to scan the environment in order to identify the need for change. Change sponsors are expected to support the change process. Thus, they should have networking skills. Change agents are responsible for the implementation of the change. This role requires ability to manage change plans and process. The strength of Aitken and Higgs’ theory is that it highlights the skills that are necessary in each role. One of the weaknesses of the model is that it does not illustrate the interdependencies between the change roles. For example, the change advocate must consistently work with the change agents to ensure that the implementation process is aligned to the vision. According to theory E, change and innovation should be led a through a top-down leadership approach. The leader does not involve his or her management team and oth er employees in making key decisions (Beer Nohria 2002, 1-31). The rationale of this approach is that the delays associated with consultations during decision-making can be avoided. In addition, the organization can avoid the risk of entrusting lower-level staff with the responsibility of making strategic decisions during turbulent times. The weakness of the top-down approach is that leading change requires a powerful coalition that consists of change advocates, targets, sponsors, and agents (Aiteken Higgs 2010, pp. 41-55). The leader cannot achieve a meaningful change by excluding the coalition members. A top-down approach also jeopardizes innovation by discouraging ideation among employees. Finally, a top-down approach exposes the organization to the risk of failure, especially, if the leader is not a visionary and an effective change advocate. His failure to consult other members of the organization will certainly lead to failure. Proponents of theory O believe that effective l eadership of change and innovation should involve collaboration with employees. Thus, employees should be actively involved in identification of problems and finding solutions to such problems (Beer Nohria 2002, 1-31). As illustrated in figure 3 in the appendix, change affects various organs of the organization. Thus, involvement is needed to facilitate creation of trust, and commitment (Okurume 2012, 78-82). It also promotes ideation, which informs innovation. Besides, long-term change can be achieved if the employees are committed to the change process. However, participative leadership can be a slow way of achieving change. Issues of Politics and Stakeholder Engagement Power concerns the â€Å"capacity of individuals to exert their will over others, while political behavior is the practical domain of power in action, worked out through the use of techniques of influence† (Senior Swailes 2010, pp.177-221). Thus, power is the ability to influence a person or a group of peo ple to adopt a given perspective. In this regard, power refers to the capacity to get things done and to avert resistance to change. Senior Swailes (2010, pp. 177-221) identified five sources of power namely, positional, expert, referent, reward and coercive power. Reward power can lead to change through push and pull strategies. Push strategies involve influencing people to accept change by withholding rewards from those who are resistant to change. This strategy is likely to fail in organizations with high levels of democracy. Democracy allows people to make choices, thereby limiting the managements’ ability to impose change on people. Pull strategies use material and social rewards to facilitate change. Even though rewards can encourage members of the organization to support change, the underlying cost implication can limit its use. Stakeholder engagement advocates for active involvement of all concerned parties in the change process. However, negative use of power can re sult into conflicts among the stakeholders, thereby grounding the change process to a halt. Conflicts usually occur due to poor communication and unwillingness to accept divergent opinions (Senior Swailes 2010, pp.177-221). The source of power determines the level of stakeholder involvement. Change agents with expert power are likely to encourage stakeholder engagement. This is because using expert power necessitates sharing of knowledge and ideas, and this facilitates stakeholder engagement. In authoritarian organizations, using positional power can result into alienation of stakeholders in the change process. This is because authoritarian leaders do not believe in consultations. Poor stakeholder management often results into covert political action such as sabotage, and theft (Senior Swailes 2010, pp.177-221). These actions are often defined as deviant behaviors rather than organizational politics. This perspective can lead to failure because it ignores the underlying conflicts that lead to covert political action. Concisely, proscribing covert political action can limit the organization’s ability to understand stakeholders’ concerns. Thus, addressing resistance to change will be difficult. Examples of Change Successful Change The customers and the employees of the bank that I work for had difficulties in finding information from the company’s website. Customers could not easily access product information and manage their accounts through the internet. The employees, on the other hand, were not able to access information about company activities. As a manager, I saw the need to change the bank’s website in order to improve its usability. The change that was needed was to improve the availability of information on the bank’s website and the ability to access it, especially, from remote locations. The change was achieved through incremental innovation because we simply improved the performance of the website rather than con structing a new one. This involved using advanced internet technology. Thus, the introduced change was a technological one. The success of this change can be attributed to the following factors. To begin with, I was able to identify the need for change and to create a sense of urgency. According to Lewin’s model, successful change begins with the unfreezing stage in which the need for change is identified. Kotter Cohen (2002, pp. 1-13) assert that a sense of urgency must be created in order to motivate others to accept change. Even though Kotter Cohen (2002, pp. 1-13) argue that a powerful coalition must be built to ensure change, I did not establish any alliance. This refutes the claim by Kotter and Cohen (2002, pp. 1-13) that change must be supported by a specific number of people for it to succeed. The change team consisted of eight experts from the bank. This is contrary to the perspective of Balogun and Hope (2008, pp. 20-60) who believe that external facilitation is a necessary condition for change. One factor that enhanced the success of the change was effective planning. A blueprint that highlighted the details of the change was used in the implementation stage. This strategy confirms the perspective of Heye (2010, pp. 41-55) who opines that a master plan is necessary for successful implementation of change. Through periodic improvements of the website, we have been able to sustain the change. This observation confirms the premise that continuous improvements lead to sustainable change (Heye 2010, pp. 41-55). Less Successful Change As the bank manager, I decided to renovate all the 32 branches of the company in response to market demands. The aim of this change was to make the branches trendy and to reduce the time spent to serve customers. The change that was needed involved improving the ambiance of the branches and modifying the procedures for serving customers. Thus, the change was introduced through incremental process innovation. However , the change was not successful due to the following reasons. To begin with, the risks associated with the implementation of the change were not taken into account. Concisely, financial constraints prevented us from implementing the change in all branches. This confirms the findings of Kotter (1995, pp. 1-18), which states that failure to remove obstacles in the change process can lead to failure. According to lewin’s force filed model, change is likely to fail if the restraining forces exceed the driving forces. In our case, the change was not fully funded because the finance department believed that it was very expensive and had little return on investment. This observation illustrates the importance of winning the support of relevant people in the change process (Kotter Cohen 2002, pp. 1-13). Concisely, we could have accessed enough funds by convincing the finance department to support the change. Finally, the change failed because I declared victory too early. Initially, the employees increased their productivity, thereby reducing the time spent to serve customers. However, the first wave of change created a feeling that success had been achieved. Thus, the employees reduced their effort before the achievement of the vision. This observation confirms Kotter’s view that declaring victory too early leads to failure. Assessment of My Leadership Skills My strengths as a change leader include the following. First, I have the ability to create a sense of urgency for change. A sense of urgency is always needed to motivate colleagues to assist in implementing the change (Heye 2010, pp. 41-55). For example, I successfully led the process of improving the bank’s website by creating a sense of urgency. Second, I always develop a clear vision for the intended change. Besides, I often communicate the change vision clearly to the concerned stakeholders. Third, I have been able to systematically plan for change. This strategy is one of the main fact ors that led to the successful change of the bank’s website. Finally, I always focus on evolutionary change that aligns the change to the organization’s values and norms. This helps in creating a lasting change that is well integrated into the organizational culture (Aitken Higgs 2010, pp. 41-55). My weaknesses include the following. I often fail to build a powerful coalition to guide the change process. In particular, I sometimes fail to get the minimum number of people that would effectively support me in the change process. Kotter Cohen (2002, pp. 1-13) assert that failure is likely to occur if a powerful coalition is not built to lead it. Another challenge has been the inability to remove obstacles in the change process. This often happen since some obstacles cannot be foreseen and addressed in time. For example, renovating the bank’s branches failed due to financial constraints. Finally, I sometimes declare victory too early; thus, I often quite the chang e process before it deeply sink in the organization’s culture. This explains our failure to sustain the culture of high productivity in order to reduce the time we spend to serve customers at the bank. Action Plan One of my leadership weaknesses is inability to build a powerful coalition. This weakness will be addressed by focusing on stakeholder engagement and improving my communication skills. Stakeholder engagement will enable me to identify and include the relevant people in the change process. Advanced communication skills will improve my ability to convince the relevant people to support the change (Kotter Cohen 2002, pp. 1-13). My second weakness is inability to remove obstacles in the change process. I will address this weakness by acquiring risk management skills. These skills will enable me to identify potential obstacles in the change process. Additionally, I will focus on working with external consultants in order to access expert advice on how to eliminate obsta cles. The last weakness is declaring victory too early. In this regard, I will focus on creating short-term wins in order to motivate members of the organization to continue with the change. Furthermore, I will focus on convincing the employees to improve their efforts until the desired vision is achieved. In this case, short-term wins will be a means of creating high morale rather than a sign of early victory. Conclusion Change and innovation are essential and inevitable in every organization. In order to realign themselves to market dynamics, organizations must consistently innovate and implement change. Successful change and innovation depends on how well the process is led by the change advocate (Heye 2010, pp. 41-55). Additionally, the theory that informs the innovation and change process determines success. Generally, there are several change and innovation models or theories. Each of these theories has its weaknesses and strengths as discussed earlier. Thus, the change advoca te must always make deliberate efforts to address the weaknesses of the adopted theory. Appendix Figure 1 Features/ characteristics of sources of change Internally generated change Externally generated change Positive feelings Negative feelings Greater driving forces Greater restraining forces Viewed from as opportunistic position Viewed from a problem solving position Greater certainty Greater uncertainty Greater control Reduced control Less disruption Greater disruption Closed boundaries and fixed time scales Vague and variable boundaries Figure 2 Gross expenditure on RD in the UK ( £ million) In cash terms In real terms1 Cash terms percentage of GDP 2004 20,242 23,510 1.67 2005 22,106 25,162 1.74 2006 22,993 25,332 1.71 2007r 25,085 27,015 1.76 2008r 25,585 26,750 1.80 2009r 25,880 26,581 1.84 2010 26,362 26,362 1.78 Table source: Office for Natio nal Statistics Figure 3 Impact of organizational change References Aitken, P, Higgs, M 2010, Developing Change Leaders, BH Press, London. Amabile, M 1997, ‘Motivating Creativity in Organizations: Doing What You Love and Loving What You Do’, California Management Review, vol. 40 no. 1, pp. 39-58. Balagun, J Hope, H 2008, Exploring Strategic Change, Financial Times Prentice Hall, New York. Barcan, L 2010, ‘Change Management of Organization in the Knowledge Economy’, Economic Science Series, vol. 3 no. 38, pp. 6-7. Beer, M, Nohria, N 2000, Breaking the Code of Change, HBS Press, Boston. Bent, J Paauwe, J Williams, R 1999, ‘Organizational Learning: Exploration of Organizational Memory and its Role in Organizational Change Processes’, Journal of Organizational Change Management, vol. 12 no. 5, pp. 377-404. Bernard, B 2004, ‘Kurt Lewin and the Planned Approach to Change’, Journal of Management Studies, vol. 41 no. 6, pp. 23-45. Fil ippetti, A, 2011, ‘Innovation Modes and Design as a Source of Innovation: Firm-Level Analysis’, European Journal of Innovation Management, vol. 14 no. 1, pp. 32-45. Goffin, K, Mitchell, R 2010, Innovation Management, Palgrave Macmillan, London. Hayes, J, 2010, The Theory and Practice of Change Management. Palgrave Macmillan London. Imtiaz, S 2012, ‘Change Management’, Journal of Applied Management and Investments, vol. 1 no. 3, pp. 326-332. Kotter, J, 1995, Leading Change: Why Transformation Efforts Fail, Harvard Business School Press London. Kotter, J, Cohen, D 2002, The Heart of Change, HBS Press, London. Kuntz, J, Gomes, J 2012 ‘Transformation Change in Organizations: A Self-Regulation Approach’, Journal of Organizational Change Management, vol. 25 no. 1, pp. 13-24. Norgrasek, J 2011, ‘Change Management as a Critical Success Factor in E-Government Implementation’, Business Systems Research, vol. 2 no. 2, pp. 13-24. Okurume, D 2012, ‘Impact of Career Growth Prospects and Formal Mentoring on Organizational Citizenship Behavior’, Leadership Organization Development Journal, vol. 33 no. 1, pp. 78-82. Reiss, M 2012, Change Management, McGraw-Hill, New York. Senior, B Swailes, S 2009, Organizational Change, Prentice Hall Financial Times, New York. Tidd, J Bessant, J 2009, Managing Innovation, Wiley, London. Von, S 2009, Managing Innovation, Design and Creativity, John Wiley and Sons, New York. This essay on Leading Innovation and Change was written and submitted by user Madison Sargent to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

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Teacher as a Learner - Essay Example First, teachers have a responsibility both to students and the professional teaching community they are part of. Thus, professional development in both aspects must be implemented in order to improve the teacher as educator through increasing their subject-matter knowledge, and teaching them ways to learn, teaching them how to make education more enjoyable, and encouraging critical thinking, which they can pass on to students; and as professionals by strengthening their professional knowledge to aid in teaching. All of which fosters continuous improvement and self-renewal on the teacher as an individual, allowing the teacher to be a better member of the professional community and classroom he is part of. Second, teachers, as part of an overarching educational system must support education reform strategies and implement them in the classroom. However, since reform is only as effective as its implementation, teachers as learners must understand how to appropriately and properly integr ate reform initiatives into their classroom. Only through appropriate and proper integration can reform initiatives successfully achieve desired learning outcomes such as enhancing learning capabilities of students, encouraging higher level thinking, fostering creative thinking and open-mindedness, and allowing students with exceptional needs to fully participate in class. Moreover, teachers must also learn to be creative and take risks in designing how education reform strategies will be implemented in the classroom. Lastly, it is important for teachers to treat the classroom as a learning environment and become a cooperative participant actively questioning to elicit greater participation from students, as opposed to an authority figure. By doing so, students are given more opportunities to learn and express themselves. Consequently, teachers are given more opportunities to observe,

Learning From Interprofessional Collaboration In Practice Social Work Essay

Learning From Interprofessional Collaboration In Practice Social Work Essay Interprofessional working (IPW) in health and social care is essential for effective service provision and is a key driver of modern healthcare. In a changing and more pressured working environment, health and social care professionals need to be partners in delivering services, embracing collective accountability, be flexible and adaptable and have shared goals in integrating care around service users (Fletcher 2010a, Pollard et al, 2010). According to Tope and Thomas (2007), analysis of policies from as early as 1920 in health and social care have recommended professional collaboration, improved communication and teamwork to improve outcomes for service users. There have been similar recommendations in government policy since this time (Tope and Thomas, 2007). High profile investigations since 2000 highlight deficiencies in IPW across health and social care. Inadequate communication between professionals in cases of the Bristol Royal Infirmary Inquiry (HM Government 2001), the Victoria Climbie Inquiry Report (Laming, 2003), and The Protection of Children in England: A Progress Report (Laming, 2009) have caused nationwide concern beyond the professions and services involved, causing a frenzy of media comment and public debate. Core recommendations are for professionals to improve communication between agencies, to have an ethos based around teams and working together and to improve professional accountability. The investigations provide evidence that collaborative working can only improve outcomes and underpins the real need to find out how best to develop a work force that can work together effectively (Leathard, 1994, Anderson et al, 2006 and Weinstein et al, 2003). Policy also recommends putting service users at the forefront of care and coordinating services across the authorities, voluntary and private sector organisations (DoH, 1997, DoH, 2000a, DoH, 2000b, Doh, 2001a, DoH 2001b, DoH 2001c, DoH, 2002a, DoH, 2006, DfES, 2006, HM Government 2004, HM Government 2007). Literature suggests that IPW improvements begin in interprofessional education (IPE) (DoH 2000b, DoH 2002b, Fletcher 2010a, Freeth et al 2002, Higgs and Edwards 1999, HM Government, 2007 Reynolds 2005,). IPE has been defined as learning which occurs when two or more professions learn from and about each other to improve collaboration and quality of care (CAIPE, 1997). The need to produce practitioners who are adaptable, flexible and collaborative team workers has focused attention on IPE, which aims to reduce prejudices between professional groups by bringing them together to learn with and from each other to enhance understanding of other professional roles, practice contexts and develop the skills needed for effective teamwork (Barr et al. 2005; Hammick et al. 2009, Parsell et al, 1998). At our interprofessional conference, we worked in teams of mixed student professionals. We introduced ourselves, our disciplines and our course structures, elected a chair and a scribe and set about to complete our tasks. Cooper et al (2001) identify one of the benefits of IPE as understanding other professional roles and team working. In their study, they found evidence to suggest that early learning experiences were most beneficial to develop healthy attitudes towards IPW (Cooper et al, 2001). None of the members of my group knew what a social worker did and I explained my training and professional role to them. McPherson et al (2001) describe how a lack of knowledge of the capabilities and contributions of other professions can be a barrier to IPW. In our discussions, we talked about our preconceived ideas. Social workers were described as hippies and doctors described as arrogant. Leaviss (2000) describes IPE as being effective in combating negative stereotypes before these develop and become ingrained. Atwal (2002) suggested that a lack of understanding of different professionals roles as well as a lack of awareness of the different pressures faced by different team members could make communication and decision making problematic. The conference provided an opportunity for us to interact with each other and was conducive to making positive changes in intergroup stereotypes (Barnes et al, 2000, Carpenter et al, 2003). Barr et al (1999) describe how IPE can change attitudes and counters negative stereotyping. The role play exercise gave us an understanding of differing pressures faced by each professional. Our team worked well together, taking turns to let each other speak, listening, challenging appropriately when needed and creating our sentences by the end of the conference. I feel that our friendly and motivated characters made communication and thus teamwork easy in the group. Weber and Karman (1991) found that the ability to blend different professional viewpoints in a team is a key skill for effective IPW. Pettigrew (1998) emphasises that the ability to make friends in a group of other professionals can reduce prejudice and encourage cooperation in future IPW. We agreed that teamwork was essential to IPW and can assist in the development and promotion of interprofessional communication (Opie, 1997). We felt that IPE allowed us to teach each other while encouraging reflection on our own roles (Parsal et al, 1999). We were very clear on how we worked as a group and effective as meeting our tasks and I feel we reached the Tuckmans performing stage (Tuckman 1965). Baliey (2004) describes team members who are unable to work together to share knowledge will be ineffective in practice. Although, there is an argument that this is more likely to happen in teams where the concept of IPW is new and team members lack skills to understand the benefits of IPW or adopt new ways of working (Kenny, 2002). Being in our second year of study and having all had experience of working in an interprofessional setting, we were very motivated at the conference and in achieving our objectives. It is noted that personal commitment is important for effective IPW (Pirrie et al, 1998). We acknowledged the issue of power in our professional social hierarchies. In our role play exercise, we found that we all looked to the doctors first for management of the service users treatment and they commanded the most respect. We agreed that medicine was the most established out of all the healthcare professions (Page and Meerabeau, 2004, Hafferty and Light, 1995) and that other professions have faced challenges in establishing status (Saks, 2000). I felt this was especially relevant to social workers who have recently extended their professional training to degree status to bring it in line with other professions. Reynolds (2005) suggested that hierarchies within teams could contribute to communication difficulties; for example, where input from some of the team members were not given equal value. Leathard (1994) describes that rivalry between professional groups especially in terms of perceived seniority are a barrier to IPW. The Shipman Report (2005) noted the importance of ensuring all team members are valued, recommending less hierarchy in practice, more equality among staff, regardless of their position. We talked about valuing and respecting each others professional opinion. Irvine et al, (2002) discuss how IPW can break the monopoly of any single profession in providing sole expert care, promoting shared responsibility and accountability. We discussed understanding, supporting and respecting every individual in the workplace to promote diversity and fairness. We also concluded that institutions and differing professional pressures could be a barrier to IPW. Having previously worked in an interprofessional HIV team for Swansea NHS Trust, I found that team members were given priorities from their managers which impacted on their availability to attend team meetings. Wilson and Pirrie (2000) suggest that a barrier to IPW can be a lack of support from managers and the workplace structure. Drinka et al (1996) describe how during times of work related stress, individuals can withdraw from IPW. We acknowledged that institutional support would be essential to effective IPW. Dalrymple and Burke (2006) discuss that different professionals have different priorities, values, pressures and constraints, obligations and expectations which can lead to tension, mistrust and go on to cause to discriminatory and oppressive practice in IPW. In light of the above learning, we all felt that IPW had occurred naturally in our first year placements, where it was considered the norm in our working environments and where the concept was understood and encouraged. The conference had highlighted some of the barriers to IPW and we will take this knowledge into our practice settings. Word Count 1348 Section 2 How would you take what you have learnt about IP working into practice? The conference highlighted some key issues about IPW that I will take into practice. One of the most significant developments in health and social care policy in recent years has been the move away from the professional being the expert with the power and knowledge to the patient centred care with professionals applying their knowledge to the needs and rights of the service user (Barrett et al, 2005). The social model of care identities issues of power in the traditional medical model approach to care and looks at how dependency on the professional can be a side effect of the helping relationship and be disempowering for service users (Shakespeare, 2000). Informing, consulting with and incorporating the views of service users and carers is critical to effective interagency interprofessional practise. There is a drive in recent policy for service users and carers to be engaged in service provision and the recent white paper Liberating the NHS (HM Government, 2010a), calls for more aut onomy for service users, making them more accountable through choice, being able to access services that are transparent, fair and promote power and control over decisions made. Nothing about me without me ( HM Government, 2010a, page 13) is a commitment that will shift power from professionals to service users, a huge change in current culture. The service user is the central vision, a team member involved in decisions made about their care, transforming the NHS to deliver better joined up services, partnerships and productivity (HM Government, 2010) My learning has reiterated the importance of service user involvement and I have reflected on ways to implement this in practice. In previous employment, I helped to run a patient public involvement group at the HIV service, Swansea NHS Trust. This enabled service users to give feedback and make suggestions for improvements (i.e. having evening nurse led clinics, introducing the home delivery of medication). In my experience, service users were actively involved in shaping services in their communities and it was very successful. In my practice, I will continue to value the service user as part of the interprofessional team as well as encourage this practice in my places of employment. In my placement at a supported housing charity for young mothers, ways to achieve service user involvement were being introduced. One of my roles was to carry out a questionnaire with the aim of getting feedback and empowering the service users. Reflecting on this, I can now see how valuable this exerc ise was and I will continue to see the value in gaining service user feedback and always aim to do this in practice. I discussed this with my group and this added to our learning. Informal unpaid carers, the voluntary and private sector are also essential team players and the value of their contribution is being acknowledged increasingly as the success of an interprofessional workforce (Tope and Thomas 2007). In my role within the HIV service, Swansea NHS Trust, I coordinated an interprofessional team and ran a support group for African women living with or affected by HIV in conjunction with social services and the Terrence Higgins Trust. I understand the value that the third sector organisations can be for service users, often filling gaps in statutory services. The Terrence Higgins Trust were able to provide funding for activities as well as support sessions, training opportunities and counselling. Social Care Institute for excellence (2010) in a response to the white paper, Liberating the NHS (HM Government, 2010a) discuss how around 90% of direct social care services are delivered in the private and voluntary sector. The Joseph Rowntree Foundation, a soci al policy research and development charity, discuss that the state is withdrawing from many welfare functions and increasingly relying on the voluntary sector to fill gaps in care (Joseph Rowntree Foundation, 1996). The recent strategy document, Building a Stronger Civil Society (HM Government, 2010b) discusses how integration with the voluntary sector will be essential to meet the challenges faced by the health and social care provision. The report focuses on our society being able to access wider sources of support and encourage better public sector partnerships, shifting the power from elites to local communities. The government are also keen to support and strengthen the sector and promote citizen and community action (HM Government, 2010b) . My learning has made me aware that future teams will include professionals across all sectors and communication with these sectors will be essential to our professional roles. Working with the voluntary and private sector as well as statutory services, will require skills to acknowledge different agencies focus on care. Petrie (1976) acknowledges that each profession holds a direct focus to care and it can be challenging to communicate. Laming (2003) called for the training bodies for people working in medicine, nursing, housing, schools, the police etc to demonstrate effective joint working in their training. I feel that it would be useful in the future to incorporate more of these professional groups in IPE conference. Fletcher (2010a) discussed how he would hope this could be achieved in future IPW programmes at UWE. I feel that the addition of these extra professions would really add to the learning. Fletcher (2010b) discusses the central dilemma in ethics between health and social care professionals about having a different focus and the best angle for patient care. These value differences can cause conflict (Mariano, 1999). I feel, in practice, it will be important to take time to find out what each agency/ professional does and I will always remember that in IPW, we have a common goal providing a good service for the service user. Leathard (2003) identities that what people have in common is more important than difference, as professionals acknowledge the value of sharing knowledge and expertise. In my practice, I will uphold professional responsibility and personal conduct to facilitate respect in IPW. Carr (1999) explained that the professional has to be someone who possesses, in addition to theoretical or technical expertise, a range of distinctly moral attitudes and values designed to elevate the interest and needs of service user above self interest. According to Davis and Elliston (1986), each professional field has social responsibilities within it and no one can be professional unless he or she obtains a social sensibility. Therefore, each profession must seek its own form of social good as unless there is social sensibility, professionals cannot perform their social roles (Davis Elliston, 1986). The conference highlighted the benefits of professional codes of ethics, setting of standards for our professional work, providing guidance as to our responsibilities and obligations and obtaining the status and legitimacy of professionals (Bibby, 1998). I feel that is in im portant to always uphold our values and ethics to create respect in our communities and with this comes respecting each others roles. I believe that shared values will underpin this in practice. Darlymple and Burke (2006) discuss that we have a shared concern that the work we do makes society fairer in some small way and we have a commitment to social justice. I feel that IPE has facilitated respect and mutual understanding across our professions. It has made me aware of the importance of professional development, about how we are part of the wider team of health and social care services and how our common values can underpin effective partnership working. It reinforces that collaboration is required as not one profession alone can meet all of a services (Irvine et al. 2002). My social work degree is a combination of theory and practical learning. It is through combining this learning and by reflecting on my experiences throughout the course, that will set my knowledge base, allow me to relate theory to practice, allow me to test my ideas and thinking while identifying areas that need further research becoming a reflective practitioner (Rolfe Gardner, 2006 and Schon, 1983). As a group we discussed that there we all value continued professional development, reflection and awareness and personal responsibility for our learning (Bankert and Kozel 2005). 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