Unit 6: Creative and Innovative Management Report - RIC Company

This report examines creative and innovative management strategies, focusing on the RIC real estate company. It begins by applying Kotter's Change Management Model, outlining its eight steps to implement change, including creating a sense of urgency, building a coalition, and generating short-term wins. The report then analyzes stakeholders, emphasizing the role of creative leadership in fostering innovation and utilizing employee skills. Key goals and priorities, such as improving customer service, are also discussed. Furthermore, the report identifies barriers to change, such as lack of motivation and resistance to criticism, and proposes solutions like improving communication and recognizing employee ideas. A strategy plan is outlined, including meetings with employees and fostering an innovative environment. Finally, strategies for stakeholder communication, motivation, and understanding the purpose of change are detailed, along with a comprehensive reference list.

Running Head: CREATIVE AND INNOVATIVE MANAGEMENT
CREATIVE AND INNOVATIVE MANAGEMENT
Name of the Student:
Name of University:
Author Note:

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LO2
2.4 Change model
For implementing the methods of change in the RIC real estate company, it is relevant to
take the Kotter’s Change Management Model into consideration. It can be argued that the model
is primarily comprised of 8 steps that are beneficial to identify the change and analyse the way to
make the change (Hornstein 2015).
Create sense of urgency- Before implement the change strategies it is important for the RIC
Company to assess the priority to implement the cleanup services. In this way the company
management will get a clear picture of the urgency and efficacy of the change.
Build a core coalition- The next step is related to choose the key players or the stakeholders of
the changing process. Based on this understanding, it will be helpful for the RIC Company to use
the skill of the employees as per the requirement (Pollack, J. and Pollack 2015).
Form a strategic Vision- The vision statement of the company is firmly correlated with the
change management plan and it can be argued that the introduction of the change in terms of
cleanup is fully justified with the vision statement of rendering the best customer service in the
real estate sector.
Get everyone on board- By creating a strong communication between the higher authority of
the company and the employees the RIC Company will be able to achieve success in the new
changes.

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Remove barriers and reduce friction- It is always a prime concern for every company to get a
perception about the risk factors regarding the change progress. The skill and ability of the
employees are considered to be the possible determinant in this aspect (Chappell et al. 2016).
Generate short-term wins- It will help the RIC team to get a sense of accomplishment and
show them progress in working.
Sustain acceleration- It is important for the RIC Company to set new goals and aims to continue
success in the change progress.
Set your changes in stone- The successful implication of the change for the RIC Company must
be promoted so that it will endure the employees to go further.
LO3
3.1 Stakeholders
It can be argued that the stakeholders are an important part of an organisation. Therefore,
in case of any decision regarding the operation or the policies of the RIC Company, it is
important to incorporate the stakeholders in the process. Therefore, at first, it is important to let
inform the stakeholders about the introduction of an innovative change plan in terms of the clean
up strategies. In this context, the role of leadership can be identified as an essential factor to
convince the stakeholders for the importance of the change plan (Nowak 2017). In this regard, a
creative leadership must facilitate positive relationship in organisation to produce growth
through innovation. As a matter of fact every employee has unique skill and innovative capacity.
Therefore, it is the responsibility of the leader to use the abilities of the employees in a

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constructive way in order to get maximum success. In fact, a healthy working environment must
be associated with it to motivate the employees to cherish their creativity.
3.3 Key goals and priorities
The purpose of implementing the cleanup strategy is to make the customer service
effective and efficient so that it can provide better customer service in the RIC real estate
company. As a matter of fact, these goals are strongly associated with the all over mission and
vision statement of the company, that is, to establish top service experience to customers.
Moreover, the priority of the change plan is strictly attached with the company aims so that the
change plan becomes justified and relevant as well.
LO4
4.1 Barriers
 It can be stated that lack of motivation can be considered as a determinant factor in the
participation of creativity in change management. Lack of confidence in the working
group will lead towards failure of the project. Hence, it is the responsibility of the leaders
and the company management to encourage and motivate its employees so that they can
nourish their innovation in their change planning and make it effective (Lozano,
Ceulemans and Seatter 2015).
 Besides this, the threat of acceptance or tolerance of criticism is also identified as a
significant factor. It is the responsibility of the managers to establish constructive
criticism of the principles of the creative thinking otherwise it can be an obstacle for the
employees to freely ventilate their creativity in the course of change management
progress (Blanco-Portela et al. 2017).

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 In an authoritarian management environment it is difficult for the employees to get
involve into the organisational change progress independently. Moreover, reluctance of
the management to change the existing system or the willingness to maintain a status quo
in the organisational activities is contrary to the concept of change management planning.
As a result of that the role of innovation and creativity becomes futile and irrelevant to be
implemented in the organisational framework (Lachman et al. 2014).
4.2 Solution
 It is important for the management of an organisation to keep focus on the relationship
between the higher authority and the employees and through these measures it will be
helpful to achieve success in the organisational change management.
 Daily or frequent interaction with the employees is very essential for the company
management in order to implement any decisions regarding the success of the change
management planning (Hayes 2018).
 Moreover, it is very imperative for any organisation to recognise the innovative ideas of
the employees. As a matter of fact, setting up a free environment for the employees to
nourish their creativity is considered as a key facet for initiating change in the
organisational framework.
4.3 Strategy Plan
At first, it will be necessary for the management to create a meeting with the employees
and let them inform about the required change in the organisational activities. Next, the
management will put emphasis on the organisational environment that it is working with the

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purpose of enriching the creative ideas of the employees. The final step is related to the type of
organisation and its orientation towards innovation and creativity.
4.4 strategy plan for stakeholders
Communication is considered to be an important aspect in this regards. Therefore, proper
communication with the employees has to be maintained. Besides this, the motivation and
recognition are also play significant role in this regard. The purpose of the change management
has to be understood by the employees equally.

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Reference
Blanco-Portela, N., Benayas, J., Pertierra, L.R. and Lozano, R., 2017. Towards the integration of
sustainability in Higher Eeducation Institutions: A review of drivers of and barriers to
organisational change and their comparison against those found of companies. Journal of
Cleaner Production, 166, pp.563-578.
Chappell, S., Pescud, M., Waterworth, P., Shilton, T., Roche, D., Ledger, M., Slevin, T. and
Rosenberg, M., 2016. Exploring the process of implementing healthy workplace initiatives:
mapping to Kotter's leading change model. Journal of occupational and environmental
medicine, 58(10), pp.e341-e348.
Hayes, J., 2018. The theory and practice of change management.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.
Lachman, P., Runnacles, J., Dudley, J. and RCPCH Clinical Standards Committee, 2014.
Equipped: overcoming barriers to change to improve quality of care (theories of
change). Archives of Disease in Childhood-Education and Practice, pp.edpract-2013.
Lozano, R., Ceulemans, K. and Seatter, C.S., 2015. Teaching organisational change management
for sustainability: designing and delivering a course at the University of Leeds to better prepare
future sustainability change agents. Journal of Cleaner Production, 106, pp.205-215.
Nowak, M.J., 2017. The Stakeholders and Municipal Authoritiesin the Spatial
Competition. Biuletyn KPZK.

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Pollack, J. and Pollack, R., 2015. Using Kotter’s eight stage process to manage an organisational
change program: Presentation and practice. Systemic Practice and Action Research, 28(1),
pp.51-66.