‘Innovation, Ethics & Change-Hypocrisy’

‘Innovation, Ethics & Change-Hypocrisy’
Project description
Preamble: 
 
Change is the force that brought us to the high standard of living which we have today. It brought us from bare feet to shoes, to the horse and the cart, on to the steam train, on to the electric car. Change took us into the air, from ballons to propeller-driven planes, on to jet aircrafts and eventually to the moon. Change took us from caves, to lean-tos, on to huts, and to stone houses and beyond. Change took us from sticking our heads in streams and ponds, to buckets in the local pool or stream, to running hot and cold water in every home. Change took us from darkness to fire, on to the candles, and on to the light bulb in all its current varieties. 
 
On a global scale, despite national and regional differences, the most important issue chosen by international respondents to represent a current top challenge for the future was Change Management. Yet a huge number of people are guilty of ‘change-hypocrisy’ (i.e. Why change anything, when everything is OK?). They lap up the benefits of millions of changes, yet try to resist change. These ‘change-hypocrites’ firmly believe resistance to change is actually normal and to be expected. However, persistent and enduring resistance can be a threat to any project. In many cases resistance to change is damaging to a project in the absence of a formal change management approach. Rather than address the resistance one is experiencing directly, the first step should be to apply a change management methodology to the project. This will help determine the root cause of the resistance and develop proactive steps to address and mitigate such resistance. 
 
Task: 
In view of the preamble above, consider the ‘Survey of Global HR Challenges: Yesterday, today and tomorrow’ in reference to an organisation that you are familiar with, and based on the support provided by the following articles/chapters: ‘The Real Reason People Won’t Change’ (Kegan, R and Lahey, L., 2011), and ‘Don’t Be Defeated By The Enemy Within’ (Prevatt, H. published online, 7 April, 2013. http://www.thesundaytimes.co.uk/sto/public/Appointments/article1240974.ece): 
 
(a) Identify, with brief examples, four potential organisational causes of ‘change-hypocrisy’ 
(b) Critically discuss these causes, and make/justify recommendations for the application of a change management methodology in that work situation. 
Central to your discussion must be: 
 
• your knowledge of ‘business ethics and multiple intelligence’ in Change Management (see attached documents 
 
1) Urhuogo, I amd Williams, V. (2011) ‘Leading Innovation and Change: Assisting Employees in Lifting Where They Stand’ in The Journal of Business Studies Quarterly. Vol. 2. No 2. pp.80-97. 
 
2) Freedman, J. (2010) The Business Case for Emotional Intelligence. The Emotional Intelligence Network. 
http://www.academia.edu/1293046/The_Business_Case_for_Emotional_Intelligence 
 
• your own understanding of the following articles (to be distributed in class for mandatory reading/referencing), 
 
1) Elkin, G and Strach, P. (2006) Lessons From The Indigenenous East For Western Organisations? (Inderscience Enterprises) and 
 
2) Neal, J. (1999) Spiritual perspectives on individual, organizational and societal transformation (Journal of Organizational Change Management, Vol. 12 No. 3, 1999, pp. 175-185.). 
 
3) Buining, F. (2008) FORZA (2003) 
http://www.fredwerk.com/pages/download_articles/articles/da7.pdf 
 
4) and the Asian fable by Kulkarni N (2000) The Painter’s Mistake http://www.sermonillustrator.org/illustrator/sermon2c/painter’s_mistakes!.htm 
 
5) Linsley, A. (2008) Business Ethics & Multiple Intelligences. http://college-ethics.blogspot.com/2008/07/business-ethics-and-multiple.html 
 
Note: The referencing guide required for this coursework will be attached on the order page. Coventry University Harvard Referencing style is exactly similar to the referencing style used by my university. So please ensure you use that referencing style.
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