ASSIGNMENT ON WHAT IS REFLECTIVE

Running head: REFLECTIVE
REFLECTIVE
Name of the Student
Name of the University
Author Note

REFLECTIVE
Introduction
The change management as a procedure can be rightfully defined as the means
using which a change can be adequately carried out in an enterprise. In association with
this, it can be mentioned that, when the concept of change management can be
adequately applied to the business then in such a scenario, it can be agreed to it that, it
refers to the different transition phases which a business tends to undergo and the
change has to be used as a functioning, operational financial and the marketing aspect
of the business. The change management essentially involves the application of various
structured methods and a pre-planned framework with the help of which a business can
transit from its current state to the desired state. The primary application of the change
can be stated to be the increase of the business sales and the associated returns. In
consideration of this, the high competition and the fast paced world also acts as the
important initiative to undertake the change management procedure as a whole. In the
given report, the change management theories and the five disciplines or a method of
change will be applied (Hayes, 2018). The report presents an analysis of the various
team development aspects and the team theories which resulted in the overall benefit of
the associated changes.
Theory of five disciplines as a method of change
Peter Senge has also stated a number of theories with the help of which, the
procedure of the change management can be understood well. Hence, according to the
author, a number of theories have come forward which help in the application and
identification of the associated theories with the help of which, the change management
in the case of a learning organization ca be well understood. The learning organizations
can be described as organizations where the different individuals have been evolving to
a greater extent and in consideration of this, the people are continuously evolving to
perform adequately.

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The rationale behind such an organizational concept can be susceptive to
changes and considerate initiatives and those organizations that are willing to engage in
a considerate change behavior are considered to be the ones who are following the
learning theories and associated initiatives. According to Senge et al. (1994), all
individuals have the capability to learn and they often tend to make use of considerate
tools and initiatives to engage in considerate success. The associated aspects of the
learning can be agreed to be the components of the learning such as the following:
 Systems thinking
 Personal mastery
 Mental models
 Building shared vision
 Team learning
The system thinking can be understood to be a concept whereby the different
individuals tend to use this theory as a concept of conceptual cornerstone. It infuses the
individuals into a body of practice. The system theory has been developed in a manner
such that the associated individuals are being able to comprehend the process as a
whole and examine the associated interrelationship which takes between the associated
parties. In this scenario, the relationship between the various parts has to be engaged in
and in association to this, the theory states that the key problems faced by the
enterprise is the simplicity frameworks being applied to the complex systems (Senge ,
1004). The people in the organizations simply tend to focus on certain aspects instead
of the whole and in association with this, when only certain parts are focused on then in
such a scenario, the firm can be viewed as a dynamic procedure. The argument here is
that a better system will generate better actions.
The theory tends to state that the experiences one learns are never actually applied
and hence, when a problem is faced, the ultimate focus needs to be on finding the
solutions with the help of which the problems can be dealt with and the change
procedure can be engaged in adequately (Sherwood, 2002). However, it needs to be
noted that the systems viewpoint is generally used as a long term view because it is

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based on a method of feedback and delays. In consideration of this, it can be rightfully
stated that, the use of the system maps are usually made use of in order to ensure that
the change procedure can be carried out effectively.
In addition to this systems thinking principle, the other associated principles which
are present are the component technologies which target at the development of the
practices, the principles, guiding ideas and the insights as well. One of the most popular
theory or principle can be understood to be the Personal mastery.
The personal mastery is a discipline or a principle which stated that, an enterprise
must deepen the personal vision and adequately focus on the associated theories which
will assist in ensuring long term success. According to Mackey (1999), this theory goes
way beyond any competency or skill and seeks to see to it that the mastery proficiency
is present in a manner such that, the vision can be taken to be rather visionary and the
different individuals need to be in a continual learning mode. They are always evolving
and aiming to achieve their associated personal goals as well as the objectives.
The personal vision is holding the creative tension which recognizes the structural
tensions as well as the constraints which have to be abided by accordingly. The third
discipline is the mental models (Kalamas & Kalamas, 2004). In association with this, it
can be effectively stated that, there exist a considerate number of ingrained
assumptions, images and generalizations which tend to influence the manner in which
an individual tends to perform. People are often not aware of such associated concepts
but in the long run, the different individuals tend to think in this associated manner and
act as per these influences only.
According to Senge (1994), the discipline mental models tend to start with turning
the mirror inward, unearthing the internal pictures of the lobe and along with this
carrying out useful conversations and balance inquires and advocacy where the own
thinking has to be developed in a manner such that the firm will be able to engage in
associated relationships with others and their own self. In association with this, it is
effective to understand that, fostering openness is critical to success and critical to
ensuring that operations can be carried out in effective associations with these theories.

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The next step is to build the shared vision. The shared vision can be agreed to be
the associations which are used to engage in a sustained future for the entire enterprise
as a whole . In consideration to this, it can be effectively agreed to it that for a firm to be
successful they need to work together so that they are being able to develop aims which
will then help in achieving the overall goals and associations which the enterprise will
get for itself. In regards to this, it has to be mentioned that, critically arguing , a strong
sense of assistance needs to be provided to the firm so that the different parties can get
together and engage in the invention of aspects such that the enterprise will be develop
assisted goals and objectives accordingly (Smith, 2007). Visions can be considered to
be parts with the help of which the firm will be able to engage in associated goals and
objectives. Another key aspect is the Team learning. In association with this, it can be
mentioned that the prospect of the team learning can be associated with the fact that
the process of aligning and the developing the capacities of the team to create
associated results so that the objectives can be achieved in the right manner and the
firm is being able to ensure effective operations (Senge, 1994). The team learning
ensures that effective steps are being undertaken for the success and helps the firm in
acting together. On the other hand, it recommends ways in which the firm will be able to
drag the entire company together and ensure associated goals can be achieved
thereby. However, the procedure of team learning is not a simple one and usually
begins with an associated dialogue with the help of which the firm will be able to engage
in effective operations. The importance of the dialogue is critical in this and hence, all
enterprises must engage in associated initiatives to ensure successful operations.
Relevant theory of change management and two of the five disciplines
The relevant theory which shall be rightfully adopted can be understood to be the
Kurt Lewins change management theory. As the change management involves the
usage of a number of models as well as the approaches of the change management, it
is effective to ensure that the change management as a process involves dedication,
efforts, associated initiatives and other considerate steps with the help of which, the
enterprise will successfully be able to abide by the change management procedure and

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also ensure that successful operations can be undertaken accordingly. Therefore, in
the given section, the Lewin`s change management model will be applied adequately
and this will they be followed by understanding how this model is applicable to bring
about adequate change initiatives in the organization (Wirtenberg, Russell & Lipsky,
2008).
The Kurt Lewins change management model can be effectively described as a model
the use of which can be made in order to engage in successful implementation of the
associated goals and objectives of the firm (Mackey, 1999). The model was curated by
Kurt Lewin in the 1950s and in consideration of this, holds adequate value even today.
 Unfreeze: The unfreeze can be referred to as the first procedure of change
which tends to take place (Lacerenza et al., 2018). In association with this, it can
be effectively stated that, the change management procedure will be useful in
ensuring that all adequate initiatives and procedures which are adopted by the
firm presently, will be unfreeze. In consideration with this, it can be effectively
mentioned that, by using this procedure the enterprise helps in ensuring that the
associated activities which the firm is currently undertaking are let go off and
consideration of the new ways along with adequate space can be made
accordingly.
 Change: The second stage involves seeing to it that, it can be considered
effective to understand that, the change procedure has to be brought about in an
enterprise so that, the change initiatives can began with. According to Easterby-
Smith and Lyles (2011), the change has to be brought about and all the different
individuals as present have to be associated with before undertaking this
procedure of change. In line with this, it is critical to state that, communication
and time are critical aspects in this stage.
 Refreeze: The refreeze stage is the third stage of the change management
model which tends to state that any all the different individuals as present would
be required to ensure that they are being able to effectively apply the change
management procedure as a whole and are being able to fix the process

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accordingly. Once the refreeze phase is done, the firm will be able to engage in
effective operations.
The two effective theories which have been selected for the purpose of the
analysis can be agreed to be the Mental models and the Team learning. These two are
effective models which are made use of in order to engage in effective operations. In
consideration of this, it can be stated that, the team learning and mental models assist
in ensuring that the individual will be able to develop accordingly and engage in
successive procedures(Miller, 2003).
Metaphor to explain theory
The river waits for none.
The river waits for none can be described to be a metaphor for how the person
keeps evolving. This states that when an individual tends to engage in the Personal
mastery then in such a scenario, it can be agreed to it that, the person keeps learning
new skills and tactics and keeps evolving oneself which helps in engaging in effective
operations in the long run.
In line with this, it can be stated that the assessments are required to be carried
out in the procedure of change, and when the personal mastery is adopted by an
individual and the enterprise, then in such a scenario, the river waits for none metaphor
is effective that, people keep learning and ensuring success and these individuals with a
wholesome mindset do not wait for anyone and also signifies that the changes have to
be a part of life.
Team development summary findings:
The findings of the team development theory can be agreed to be as follows:

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 The first and the second team development initiative were undertaken in
association with the financial team of the ABC consultants (Flood, 1999). The
ABC consultants can be mentioned to be the pioneer organizations which
provide considerate initiatives to provide financial and associated consultations to
the different enterprises.
 The team comprised of associated males as well as the female members who
were essentially involved in the team performance. In consideration with this, it
can be stated that the different group members belonged to the different
scenarios. In association with this, their diverse backgrounds, the installation of
the new technologies and associated parties were effectively involved in ensuring
that there were certain problems.
 Hence, the mental models, team learning and personal mastery programs were
applied effectively in order to engage in effective operations. In association with
this, it can be effectively stated that the theories assisted in providing the right
answer and also facilitated the understanding of the way in which the overall
theory could be systematized accordingly.
 Through the team development program, it was adequately found that the
problems associated with the members were deep-rooted. While the entire team
could be convinced for the installation of the new theory, however, it can be
critically mentioned that, the diversity issues were an aspect whereby the
different individuals were not willing to compromise.
 Hence, in consideration of this it can be effectively stated that, the application of
this dialogue method in the team development can be understood to be
applicable in scenarios, whereby the change would be required to be undertaken.
However, in scenarios associated with the deep rooted issues, a deep session is
necessary.
Learnings through facilitation
The learnings through the facilitation procedure which was carried out during the
team learning procedure can be mentioned to be as follows:

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 An individual one to one session with the associated team members is important
to conduct in order to gain an understanding of the manner in which the team has
been performing and in consideration to this, it is affective to understanding that
when an facilitator will be able to interact with the parties in an associated
manner, then in such a scenario, the learning procedure can be carried out
successively.
 It was also found that simply a discussion or a dialogue session is not adequate
and instead, the enterprise is required to undertake associated initiatives with the
help of which they are being able to understand issues.
 Lastly, through the procedure of engaging in considerate success, a
documentation procedure will be effective to engage in an adequate initiatives
with the help of which the entire documentation procedure can be noted
accordingly (Braham, Henry & Mapson, 1995).
Recommendations:
From the team development activities which were undertaken earlier, it could be
rightfully understood that, for any enterprise to engage in success they have to
undertake certain activities with the help of which successful operations can be carried
out in an effective manner. With this, it can be stated that, the following
recommendations can be made:
The use of the team development theory by Tuckman is effective to use. All the
team members often tend to participate in associated initiatives and hence, they would
be required to engage in associated initiatives with the help of which, they will
successfully able to understand that a team is developing slowly and in a sound manner
and if the team follows all the steps of the Tuckman model, then in such a scenario, the
team will attain success.
Secondly, it can be recommended for the change management can be agreed to
be the ultimate initiative to be undertaken by the enterprise and in association with this,

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it can be critically mentioned that the Kotler’s change management model is another
tool to be used.
While team development, the enterprise needs to engage in various learning
procedures and associating with which the enterprise will be to engage in consistent
efforts to ensure success. The team learning, personal mastery and the systems
thinking are effective models to be used.
Lastly, the role of a dialogue in the team development cannot be underestimated
and in scenarios where the team aims to engage in successful operations then in such
a scenario, it would be required to see to it that, through dialogue the enterprise goals
are achieved adequately.
Learning resources to be recommended
The different learning resources which can be recommended can be stated to be
as follows:
 https://www.strategy-business.com/article/00255?gko=6c601
 https://www.cleverism.com/major-approaches-models-of-change-management/
 https://www.greatplacetowork.com/resources/blog/the-difference-between-
debate-discussion-and-dialogue
 Hayes, J. (2018). The theory and practice of change management. Palgrave.
 Gill, R. (2002). Change management--or change leadership?. Journal of change
management, 3(4), 307-318.
 Kramer, J., & Magee, J. (1990). The evolving philosophers problem: Dynamic
change management. IEEE Transactions on software engineering, 16(11), 1293-
1306.
 Hayes, J. (2018). The theory and practice of change management. Palgrave.
 Waddell, D., & Sohal, A. S. (1998). Resistance: a constructive tool for change
management. Management decision.
 Aladwani, A. M. (2001). Change management strategies for successful ERP
implementation. Business Process management journal.

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 Paton, R. A., & McCalman, J. (2008). Change management: A guide to effective
implementation. Sage.
 Frankland, R., Mitchell, C. M., Ferguson, J. D., Sziklai, A. T., Verma, A. K.,
Popowski, J. E., & Sturgeon, D. H. (2013). U.S. Patent No. 8,484,111.
Washington, DC: U.S. Patent and Trademark Office.
 Sirkin, H. L., Keenan, P., & Jackson, A. (2005). The hard side of change
management. HBR’s 10 Must Reads on Change, 99.
Hence, by undertaking these learning materials, an enterprise would be able to ensure
that the different members can engage in successful initiatives.


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References
Senge, P. M., Kleiner, A., Roberts, C., Smith, B., & Ross, R. (1994). The fifth discipline
fieldbook: Strategies and tools for building a learning organization. New York,
NY: Doubleday.
Braham, B. J., Henry, C., & Mapson, R. (1995). Creating a learning organization:
Promoting excellence through education. Menlo Park, CA: Cengage
Flood, R. L. (1999). Rethinking the fifth discipline: Learning within the unknowable.
Florence, KY: Routledge.
Easterby-Smith, M., & Lyles, M. (2011). Handbook of organizational learning and
knowledge management (2nd ed.). Hoboken, NJ: Wiley.
Wirtenberg, J., Russell, W. G., & Lipsky, D. B. (2008). The sustainable enterprise
fieldbook: When it all comes together. Saranac Lake, NY: AMACOM Books.
Smith, P. (Ed.) (2007). The Learning Organization: Systems Thinking and Systems
Dynamics, 14(6).
Sherwood, D. (2002). Seeing the forest for the trees: A manager's guide to applying
systems thinking. Yarmouth, ME: Nicholas Brealey Publishing.
Kalamas, D., & Kalamas, J. B. (2004). Developing employee capital: Setting the stage
for lifelong learning. Amherst, MA: HRD Press.
Hayes, J. (2018). The theory and practice of change management. Palgrave.
Lacerenza, C. N., Marlow, S. L., Tannenbaum, S. I., & Salas, E. (2018). Team
development interventions: Evidence-based approaches for improving
teamwork. American Psychologist, 73(4), 517.
Mackey, K. (1999). Stages of team development. IEEE Software, 16(4), 90-91.
Miller, D. L. (2003). The stages of group development: A retrospective study of dynamic
team processes. Canadian Journal of Administrative Sciences/Revue
Canadienne des Sciences de l'Administration, 20(2), 121-134.

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