Organizational Change Behavior

Running head: ORGANIZATIONAL CHANGE BEHAVIOR 1
Organizational Change Behavior
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ORGANIZATIONAL CHANGE BEHAVIOR 2
Organizational Change Behavior
Self-reflection is crucial in building a person’s emotional self-awareness. Through self-
reflection, a person comprehends their weaknesses, strengths, emotions, and driving factors.
Such an understanding helps one to adapt to the transforming circumstances and situations by
changing their behaviors (Hall & Simeral, 2017). Therefore, through the essay, I aim to reflect
and analyze my result from distinct self-reflection activities, as well as, identify areas that need
improvement.
My Thinking Style Based on Herrmann’s Whole Brain Model
Ned Herrmann designed the Whole Brain Model to argue that the brain of each person is
characterized by four quadrants, especially in the learning and thinking process. Each quadrant
exhibits distinct thinking or learning styles. For this reason, a person’s thinking or learning style
greatly depends on the quadrant he/she engages with (De et al., 2013). According to my self-
assessment based on the model, I found out that my thinking style was organized and detailed-
oriented thinking because most of the phrases that define my thinking style were in quadrant B.
However, I also identified with other quadrants, signifying that my thinking styles are swayed by
the situation that I encounter. Therefore, based on the situation at hand, I can also assume logical
and analytical thinking style, empathetic and emotional based thinking, or integrative thinking.
The findings are a true reflection of who I am because I am good at organizing
schedules, managing time, implementing and planning activities in addition to collecting data as
mirrored in my group assignment activities. I always ensure that I complete my assigned task
within the set deadline. However, I also like sharing and listening to other people’s ideas
regarding my assigned tasks so that I can make the necessary revision, though at times I get
angered when someone makes negative comments about my work. For this reason, I need to

ORGANIZATIONAL CHANGE BEHAVIOR 3
learn to accept constructive criticism so that I can learn from my mistakes. Herrmann (1996)
points out that an organizer learns by exercises, checklists, outlining, and problem-solving with
procedures, policies, and steps. Furthermore, they like detailed and structured instructional
exercises. However, this is not like me because I prefer learning via group discussions and
cooperative learning and role- playing. For instance, at work, I often work with my colleagues to
address issues that affect our departments rather than waiting for somebody else to address it for
us.
Self-Leadership and Learning
Self-leadership triggers in a person a positive influence on their achievements and
attitudes. Manz (2015) points out that self-leadership enhances internal motivation resulting in
improved job performance and organizational commitment. Le et al.(2018) and Daft(2018)
substantiate the claim by Manz (2015) by pointing out that self-leadership is fundamental to
staffs’ commitment toward, enthusiasm for, and performance in organizations. Therefore, self-
leadership arguably empowers employees to achieve greater fulfillment in whatever they do in
the organization (Bum, 2018). For all these reasons, I completed a self-leadership questionnaire
with the sole purpose of identifying my three dominant self-leadership dimensions. According to
the results, it was apparent that my top self-leadership dimensions were self-cuing, self-
observation, and self-goal setting while the least self-leadership dimensions included visualizing
natural reward, self-reward, and success.
As a behavioral monitoring strategy, self-observation aims to identify patterns of
behavior to determine which should be continued or eliminated. Self-observation, therefore,
provides individuals with an opportunity to monitor their performance (James, 2009). For
instance, I realized that when I work in groups and share information and ideas, my performance