Hello, please see the below:Conduct two separate critical analysis of the attached postings by two classmates.Your discussion response should discuss your classmate’s posting and be written as if you were reviewing his or her posting in an academic journal. Your discussion response should therefore answer the following questions as applicable:Was your classmate’s reasoning articulate and logical? Were the facts correct?Was the interpretation your classmate provided reasonable and consistent with experts in the field? Did your classmate defend the choices effectively?The focus for your critical analysis is not whether or not you agree with your classmate and is not to be a recap of all that was shared by your classmate, but is to academically critique how well his or her position was presented with points and counterpoints.Each response should be 200 words in length and include, at a minimum, two sources properly cited and referenced: (a) Black, J. S. (2014). It starts with one: Changing individuals changes organizations (3rd ed.). Upper Saddle River, NJ: Pearson Education.and (b)Managing Organizational Change – http://www.inc.com/encyclopedia/managing-organizat…
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1. Barrier #2: Failure to Move. The crux of the second change barrier—failure to move—is based on
the perspective that “for most people, going from being competent to incompetent is a very
unappealing proposition…. [which is why] many people would rather be competent at the wrong
thing than incompetent at the right thing” (Black, 2014, p. 86). Describe one experience or research
finding that either supports or refutes Black’s (2014) claim.
2. ARCTIC Framework of Needs. “The ARCTIC approach represents major categories of
values…that people exhibit from a motivational perspective. Each one has two related subdimensions, as summarized in Table 5.3” (Black, 2014, p. 104). Use the ARTIC Framework of
Needs to conduct a self-assessment for identifying your major categories of values from a
motivational perspective, with explanation of whether you consider the values to be relatively stable
or often changeable.
https://www.arcus.org/files/publication/25084/sear… – ARTIC Framework
Classmate Post
Kay Cox 3/17/2017 4:57:20 PM
Barrier #2: Failure to Move
“The current organizational environment, characterized by complexity and competitiveness, forces organizations,
through its specific dynamics, to evolve in order to remain profitable and competitive” (Grama & Todericiu, 2016, p.
48). While change is a necessity in the competitive business world, change is always hard. Change involves doing
something different that we have become accustomed to doing. Many people have a fear of the unknown and even if
they recognize that change is necessary, they may be unmotivated to move for fear of failure. “People recognize that
they cannot go directly and instantly from doing the old wrong thing well to doing the new right thing well” (Black,
2014, p. 85).
I experienced this type of situation at a former employer. Change was needed to remain competitive in our
industry and this need was recognized by all employees within the company. But motivating change was very difficult.
Employees had been doing the same job functions for many years and were reluctant to change. Many long-term
employees, who were quite proficient at doing things the old way, feared reprimand by failing to do the new things
right. They had become accustomed to doing things the way they had always been done and had a deep fear of the
unknown. Because of this barrier to change, implementing the new procedures was very challenging and took much
longer than originally anticipated.
The ARCTIC Framework of Needs represents major categories of values that people exhibit from a motivational
perspective (Black, 2014). I’m sure we all exhibit these values to some extend at one time or another, but the strength
of these values can differ from one person to the next. I personally am motivated by achievement. I want to exceed
goals that have been set and always strive to do better in the future than I did today. I’m very competitive and like to
outperform others. While I like feel a sense of belonging and to be appreciated by others, it is not something that is
required to motive me. I am highly motivated by the potential to expand my knowledge and seek personal growth.
Control and influence is not something I crave or seek to motivate me, but I do like to feel competent and capable in
all I do.
References
Black, J. Stewart. (2014). It Starts With One: Changing Individuals Changes Organizations (3rd ed.). Upper Saddle
River, NJ: Pearson Education.
Grama, B., & Todericiu, R. (2016). Change, Resistance to Change and Organizational Cynicism. Studies in Business
& Economics, 11(3), 47-54. doi:10.1515/sbe-2016-0034
Lori Miller 3/17/2017 4:30:29 PM
Barrier #2: Failure to Move
3a: I think the statement that people would rather be competent at the wrong thing than incompetent at the right thing
is true. Perhaps not everyone, but there are many that would rather be good than right (Black, 2014). People get
ahead because they show results or have the right technical capabilities, but they often don’t have the requisite
people skills (Gallo, 2011). In our office, we had a manager promoted because it was the natural flow to go from
assistant to manager. The problem is that he really wasn’t ready for that kind of move and is struggling, especially
with his people skills. Rather than admit he is struggling, he wants to say what he is doing right but not address the
wrongs.
3b: What is important is that if we want to move people to a new destination, we must ensure that the prizes for
following the new path are motivating to each individual (Black, 2014). I think that the values can be interchangeable.
It depends on where you are in your life as well as, who you are dealing with. You may use different values and
direction depending on the situation and people. We are all taught core values as we grow up. We often then learn
what values we want to portray, whether in our work or personal lives as we get into the work world. I find myself
using most of these in the ARCTIC Framework of Needs. From a motivational perspective, I use relations,
conceptual/thinking, and improvement the most. I work hard in my position to motivate others to the best of their
potential. I may use the control some when I am trying to steer others to their potential.
Black, J. S. (2014). It starts with one: Changing individuals changes organizations (3rd ed.).
Upper Saddle River, NJ: Pearson Education
Gallo, Amy. June 6, 2011. Dealing with your incompetent boss. https://hbr.org/2011/06/dealing-with-yourincompetent. Retrieved March 17, 2017.
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