Answer 2 for LDR 615 Discuss the importance of a change agent and a guiding team
Ungvarsky (2023) describes a change agent as someone who promotes ideas for change that improve upon a way something is done within the organization, sharing a vision of the value it can bring. They understand the business process, function, and identify needed changes. This can be someone that is internal or external to the organization. The importance of a change agent is their ability to create emotional connections, promote optimism through authenticity and passion, build relationships, and empower others. Empowerment is the process of removing barriers by giving people the confidence and safe space to speak up about ideas and concerns, as well as providing them with valid information (Kotter & Cohen, 2012). Traits that make change agents successful are emotional resilience, tolerance for conflict, self-awareness, self-confidence, organization skills, relationship-building abilities, flexibility, creativity, and good communication skills (Christensen & Butler, 2024). A change agent helps others see the possibilities, what they are capable of, and generate a “we can do this” feeling to change behavior (Kotter & Cohen, 2012).
Once the sense of urgency has been established by the change agent, the guiding team will take the vision and guide the change management project. Members of the guiding team should come from different perspectives and backgrounds and be selected from horizontal and vertical positions on the organizational chart. Individuals on the team possess a well-defined skill set that are traits for success. First, they have relevant knowledge about the changes that occur within the specific organization. Second, they establish credibility, building trust. Trusting relationships, especially with leaders, creates believability and motivation the to act. Third, development of relevant knowledge is the expertise that the team has regarding the inner workings of the area of interest. Fourth, formal authority, recognizes that the team will manage, plan, organize, and navigate processes to create short-term wins during the change project. Lastly, leadership, the team will develop and communicate a vision and motivate individuals to achieve the vision (Campbell, 2008).
References:
Campbell, R. (2008). Change management in health care. Health Care Manager, 27(1), 23–39. https://doi-org.lopes.idm.oclc.org/10.1097/01.hcm.0000285028.79762.a1
Christensen, K., & Butler, C. (2024). How to Be a Change Agent. Rotman Management, 68–71.
Kotter, J. P., & Cohen, D. S. (2012). Heart of change. Harvard Business Review Press. Ungvarsky, J. (2023). Change agent. Salem Press Encyclopedia.
