Construct a 3-4 page personal development plan that outlines a change you want to achieve at work.IntroductionThis portfolio work project will help you construct a development plan for successfully managing a personal change in the workplace. What are the barriers present in the organization that inhibit you from making the change, and what are the competing priorities?PreparationComplete the Immunity to Change Map [DOC]. In this worksheet, indicate an improvement goal for an aspect of your work routine that you would like to change, list what you do or do not do that works against your improvement goal, and identify competing commitments. Also, use the Capella University Library to find one other resource that addresses how to commit to and implement a personal change in the workplace.Read and view the following:
Kegan, R., & Lahey, L. (2001). The real reason people won’t change. Harvard Business Review, 79(10), 84–92.
BCODN. (2012). An evening with Robert Kegan and immunity to change [Video] | Transcript. Retrieved from
ScenarioImagine that you work in any organization you choose in any position you like. For the sake of simplicity, you may choose to imagine your present position at a company where you already work.Your supervisor in this organization has requested that you head up a staff development initiative. As your first step, your supervisor has requested that you generate a personal development plan that will identify a clear opportunity for improvement as well as any obstacles that may hinder its achievement. She hopes that your development plan will become a model for ongoing development within the workplace.Your RoleYou occupy your present position at work or another position in any organization that you can clearly imagine. Whatever your other responsibilities, you are now also tasked with helping support productive change within the workplace. For the sake of this assessment, this role begins by imagining a potential change in how you approach your own role and identifying potential obstacles that might prevent your improvement.Imagine a change in how you think about or approach your work that may yield greater productivity or some other benefit. For example, you may be thinking about planning ahead more or reserving some time each week specifically for focused reflection. Consider what is keeping you from implementing this change.RequirementsUsing the questions and steps outlined in Kegan and Lahey’s “The Real Reason People Won’t Change,” the principles discussed in the An Evening with Robert Kegan and Immunity to Change video, and the Immunity to Change Map you completed, construct a personal development plan that outlines a change you want to achieve at work. In addition to a narrative that includes the background and assumptions on the need and drivers for this change, include the following:
Describe the personal change as well as competing commitments and big assumptions.
Develop a plan for successfully managing the selected change. Be as specific as you can in how you might work on meeting the goals of your plan.
Analyze the drivers for change and anticipated outcomes of successfully implementing the development plan.
Your development plan should be written coherently to support a central idea. Use appropriate APA format, with correct grammar, usage, and mechanics as expected of a business professional.Deliverable FormatSince you plan to share your development plan with your supervisor at your next one-to-one meeting, you want this document to be well organized and readable. Your supervisor has requested that your development plan be 3–4 pages so that you have enough space to develop your ideas and provide some academic support.
References: In addition to the Kegan and Lahey (2001) article, support your analysis with at least one other academic resource from the Capella University Library. You must use proper APA style to list your references.
Length: 3–4 pages, in addition to the references list and your completed Immunity to Change Map.
Written communication: Demonstrate graduate-level writing skills through accurate communication of thoughts that convey the overall goals of the assessment and do not detract from the message.
Formatting: Use APA formatting, including correct in-text citations, proper punctuation, double spacing throughout, proper headings and subheadings, no extra line spaces before headings and subheadings, proper paragraph and block indentation, no bolding, one-inch margins all around, and no bullets.
Font and font size: Times New Roman, 12 point.
EvaluationBy successfully completing this assessment, you will demonstrate your proficiency in the following course competencies through corresponding scoring guide criteria:
Competency 1: Assess the complex and dynamic nature of organizational change.
Describe the personal change to target, competing commitments, and big assumptions.
Analyze the drivers for change and anticipated outcomes of successfully implementing the development plan.
Competency 2: Analyze ways in which leaders and managers can effectively initiate, shape, and support organizational change.
Develop a plan for successfully managing the selected change.
Competency 5: Communicate effectively in a professional manner.
Communicate in a manner that is scholarly, professional, and consistent with expectations for business professionals.Criteria
Non-performance
Basic
Proficient
Distinguished
Describe the personal change to target, competing commitments, and big assumptions.
Does not identify the personal change to target, competing commitments, and big assumptions.
Identifies but does not describe the personal change to target, competing commitments, and big assumptions.
Describes the personal change to target, competing commitments, and big assumptions.
Describes the personal change to target, competing commitments, and big assumptions and gives detailed examples of the commitments and assumptions.
Develop a plan for successfully managing the selected change.
Does not describe a plan for successfully managing the selected change.
Describes but does not develop a plan for successfully managing the selected change.
Develops a plan for successfully managing the selected change.
Develops a plan for managing the selected change and assesses competing commitments and big assumptions to be successful.
Analyze the drivers for change and anticipated outcomes of successfully implementing the development plan.
Does not describe the drivers for change and anticipated outcomes of successfully implementing the development plan.
Describes but does not analyze the drivers for change and anticipated outcomes of successfully implementing the development plan.
Analyzes the drivers for change and anticipated outcomes of successfully implementing the development plan.
Analyzes the drivers for change and anticipated outcomes of successfully implementing the development plan and summarizes drivers and outcomes.
Communicate in a manner that is scholarly, professional, and consistent with expectations for business professionals.
Does not communicate in a manner that is professional and consistent with expectations for members of the business professions.
Communicates in a manner that is usually professional and consistent with expectations for members of the business professions but may include some distracting errors in grammar, usage, or mechanics.
Communicates in a manner that is professional and consistent with
expectations for members of the business professions.
Communicates without error in a manner that is professional and
consistent with expectations for members of the business professions.
immunity_to_change_map.doc
the_real_reason_people_don_t_change.pdf
Unformatted Attachment Preview
Immunity to Change Map
1. My improvement goals (list 1 to 3
goals):
2. Things I do (or fail to do) that work
against each of my improvement
goals:
3. My competing commitments (other
things that compete for my time):
Notice how your competing interests
might affect your ability to make
changes.
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