Description
Strategies for Change – Week 5 Assignment 1
Step 4 Communicate for Buy-In
The future is looking bright! You have the entire group revved up like a steam engine ready to roll toward the vision you have crafted. Your vision is specific, detailed, and colorful. It enables your team to see and feel what things will be like when the change efforts are completed. Now that your team is ready, they need to get everyone excited about the change. Chances are it’s not just you and your close team that will be impacted by this change. In order to make change more successful, it’s best to communicate carefully with all the stakeholders to be sure they understand and support the change efforts.
Specific questions or items to address:
Read Step 4 “Communicate for Buy-In” from Kotter and Cohen’s The Heart of Change. First, review the feedback from your instructor on Part 4. Use any new information you gained from the discussion and feedback from your instructor to revise and improve Part 4 of your project. Next, compile Part 5 of your project, explaining what actions you and your team will take to communicate change with stakeholders of your situation and work to gain their buy-in. Be specific in the methods you will use to communicate: when, in what detail, and to whom.
Once you have crafted your communication strategy, draw up a mock questionnaire to survey a few of your key stakeholders. (The survey you devise is only hypothetical-you do not need to actually survey individuals from your change scenario.) The survey should allow you to gage the success of your communication strategy and identify changes that might be necessary in your strategy. You may find the exercise on page 98 helpful in crafting your own questionnaire. You may also find page 100 helpful in reviewing the key points of what to do and not do when crafting your communication strategy. Be sure your paper touches on the key elements of each as they pertain to your organization.
Be sure to include at least three scholarly references to support your assertions written in your own words. Do not copy word for word from the course text or any other sources. Your submission this week is Part 5 of the final project.
The requirements below must be met for your paper to be accepted and graded:
Write between 1,000 – 1,500 words (approximately 4 – 6 pages) using Microsoft Word in APA style.
Use font size 12 and 1” margins.
Include cover page and reference page.
At least 80% of your paper must be original content/writing.
No more than 20% of your content/information may come from references.
Use an appropriate number of references to support your position, and defend your arguments. The following are examples of primary and secondary sources that may be used, and non-credible and opinion based sources that may not be used.
Primary sources such as, government websites (United States Department of Labor Bureau of Labor Statistics, United States Census Bureau, The World Bank, etc.), peer reviewed and scholarly journals in EBSCOhost (Grantham University Online Library) and Google Scholar.
Secondary and credible sources such as, CNN Money, The Wall Street Journal, trade journals, and publications in EBSCOhost (Grantham University Online Library).
Non-credible and opinion based sources such as, Wikis, Yahoo Answers, eHow, blogs, etc. should not be used.
Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.
View your assignment rubric.
Unformatted Attachment Preview
Vision for Change
Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
October 10, 2023
2
Vision for Change
When it comes to navigating the murky seas of change management, a clear vision is like
a lighthouse. It’s clear that transformation is not a choice but a need in today’s business environment
as we dive into the nuances of change inside the South Carolina Department of Corrections
(SCDC). Executives in the twenty-first century have learned to see change as inevitable because
of the instability and unpredictability of the global economy. Business, for instance, has been
forced by globalization to reject traditional methods in favor of more progressive ones. In addition,
the earlier systems’ rigidity, hierarchical structure, and functionalized nature are antiquated
because of the dynamic and flexible character of the modern market. With its adaptability, crossdepartmental focus, foundation of collaboration, and flat structure, the new organizational model
is ready for the competitive marketplace of the twenty-first century. Organizational
transformations cannot be realized without strong leadership. In particular, visions help chief
executive officers (CEOs) increase the competitiveness and financial performance of their
companies by matching the efforts of their teams with those of the organization as a whole.
Resistance to change, based on the mistaken assumption that established procedures are
foolproof, is a widespread problem in all sectors of the economy. Given the rapid rate of change
in today’s complex environment, however, accepting transition is not an option but a need (Von
Treuer et al., 2018). One of the most important parts of SCDC that needs updating is the PayScale
system. This system has not lived up to its promise since wages are mostly determined by
characteristics including rank, length of service, and job duties (Temgire & Joshi, 2021). As a
consequence, workers are leaving in greater numbers because they believe their pay does not fairly
represent the amount of effort they put in. Adjustments to the PayScale system that are in line with
the larger aim for change are necessary to prevent more departures and strengthen the company.
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Equally critical is doing something about the lack of incentives. Without these incentives, workers
are less likely to be invested in their job, which leads to poorer output and worse quality. The
problem might be solved by implementing a multi-tiered incentive plan to reward excellence while
also boosting efficiency. It is also important for SCDC to retain its experienced employees.
Recognizing that experience breeds excellence, the company should give preference to employees
with longer tenures (Packard, 2021). The success of these measures depends on SCDC’s ability to
keep talented people on staff All of SCDC’s stakeholders need to have a clear understanding of
the organization’s long-term vision for transformation. This vision must be articulated in a way
that touches every member of the team if it is to gain their support.
The message’s straightforwardness and simplicity are just as important as the vision itself.
It is crucial that once the vision has been defined, it be communicated effectively across the
business. This may be done by capitalizing on the established coalition and drawing on its many
contacts inside SCDC. However, we must recognize that there are many obstacles on the way to
change. hurdles to growth may come in many forms, including human behavior, social norms,
legal frameworks, and physical hurdles (Kotter & Cohen, 2012). Therefore, SCDC must carefully
allocate resources to prevent interruptions by anticipating and addressing these challenges in
advance. Small wins need to be heralded and praised as they provide both motivation and direction
for the future. They inspire workers to recommit to and embrace the transformation. Maintaining
and growing change requires constant work. Companies need to regularly assess their progress
toward new goals (Kotter & Cohen, 2012). Integrating change into SCDC’s culture should become
as natural as breathing.
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In order for a transformation to last, it must become ingrained in the fabric of the business
itself. The change needs the support of top-level decision-makers and the training of all relevant
staff members. Leaders that push for positive change inside their organizations should be
commended for their efforts. Managers and group leaders need to be aware of the connection
between the structure of their organizations and the goals of their teams. Traditional organizational
systems, for instance, are detrimental to morale and output, and leaders should be aware of this.
Due to their rigid hierarchies and narrow focus, traditional institutions tend to worsen existing
power disparities (Gulati et al., 2016). It’s more challenging to release vision statements and less
likely that objectives will be achieved when there’s a major power difference inside a business.
Team leaders should be mindful that when there are clear levels of authority, employees are less
likely to speak out inside SCDC. Therefore, managers should flatten their organizations in an effort
to level the playing field. Companies with flatter organizational structures are better able to
communicate their mission and values to all employees. If managers want to keep their teams from
becoming lost in the shuffle, they shouldn’t succumb to the temptation of entirely flattening the
organizational structure. Leaders of flat teams should be aware that it may be more difficult to
coordinate the efforts of their members. Even with a flat organizational structure, some degree of
hierarchy is useful for facilitating communication and encouraging teamwork.
Managers and team leaders should be aware that the impact and efficacy of visions are
influenced by the means through which they are communicated. Leaders of groups may motivate
their followers by speaking to their shared goals and aspirations. There are a variety of strategies
that managers may use to boost their teams’ productivity. Leaders should first make sure their
teams succeed individually and as a whole. Group leaders should inspire their teams to pursue
individual as well as collective objectives. Profitability and profit margin growth are not only
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expected of team members, but actively encouraged (Kilpatrick & Silverman, 2005). Cooperation,
cultural fluency, adaptability, and originality are all abilities that may be developed via teamwork.
The second most important thing for team leaders to do is to create and maintain open channels of
communication with their teams. For instance, because inside SCDC is a two-way flow of
information, workers may ask questions regarding the company’s purpose. When there is open
communication between management and staff, employees may wonder about the latter’s goals.
In conclusion, leaders with a focus on the long term should encourage their staff to use
unconventional approaches to addressing problems and making decisions.
Leaders shouldn’t just create their own goals up. The best ideas usually come from group
efforts at work. Managers should encourage employees to consider novel solutions when faced
with a problem. Leaders may energize followers to believe in and work for a common goal.
Leaders may foster staff buy-in for new ideas by using a conversational approach (Jantz, 2017).
Involving workers in strategic decision-making has been shown to increase motivation and job
satisfaction. Participation in SCDC such activities may increase employee motivation and work
satisfaction by making employees feel appreciated by the company and their superiors. Employees
are more invested in their job when they can see the bigger picture of how it contributes to the
business or the project.
The ability of company executives to effectively convey their vision to employees and
customers is crucial to the company’s success. Managers of groups should be mindful that the
people they choose to steer their groups toward their goals will have various degrees of success.
Leaders may motivate their colleagues in a variety of ways, such as via team building exercises,
goal setting, setting a good example, and providing intellectual stimulation. Managers should
also give their staff members a say in developing the company’s strategic plan (Kantabutra &
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Avery, 2010). Leaders may help their teams develop professionally by giving everyone a say in
the decisions that matter most to the business. This collaborative approach ensures that leaders
and their followers are aiming in the same direction.
The capacity to articulate compelling visions for change is crucial to the success of
organizational transformation. Team leaders should take into account the team’s members,
structure, and channels of communication while developing mission for SCDC. Leaders in flat
organizations may be better able to inspire their teams by sharing appealing ideas for the future.
Leaders and their teams are more committed and enthusiastic when they have a common goal for
the future. Leaders may benefit from their teams’ input to help shape and refine their ideas.
Furthermore, leaders should use a strategy of two-way communication to guarantee that their
followers understand the material presented to them.
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References
Gulati, R., Mikhail, O., Morgan, R., & Sittig, D. (2016). Vision statement quality and
organizational performance in U.S. hospitals. Journal of Healthcare Management, 61(5),
335-350.
Jantz, R. C. (2017). Vision, innovation, and leadership in research libraries. Library &
Information Science Research, 39(3), 234-241.
Kantabutra, S., & Avery, G. (2010). The power of vision: Statements that resonate. Journal of
Business Strategy, 31(1), 37-45.
Kilpatrick, A., & Silverman, L. (2005). The power of vision. Strategy & Leadership, 33(2), 2426.
Kotter, J. P., & Cohen, D. S. (2012). The heart of change: Real-life stories of how people change
their organizations. Harvard Business Press.
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Team Building
Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
October 3, 2023
2
Team Building
The necessity for change is a constant in the dynamic environment of today’s enterprises.
Organizational change is essential for keeping competitive and relevant, whether it’s to adjust to
market developments, adopt new technology, or react to changing client needs. However, change
is not something that can be accomplished alone; rather, it calls for the establishment of an
experienced and unified leadership group. The success or failure of the change program hinges on
the performance of this team, since they are its driving force and engine. In this research, will
explore the critical function of a leadership team in bringing about organizational transformation.
It emphasizes the importance of personal drive and motivation but also the transforming potential
of a well-organized and inspired team. This paper intends to empower organizational leaders with
the insights and techniques required to build a leading team that not only starts change, but also
ensures its success by focusing on five important components.
Displaying Enthusiasm and Dedication
Leaders must be enthusiastic and committed to reform. These attributes spark collective
imagination and dedication. Leadership enthusiasm and determination will decide the reform
effort’s success or failure. My unwavering belief in the idea has helped the team realize its
potential. When I exhibit excitement for the task, team members are more motivated and engaged.
One person’s zeal may inspire others to join the cause. My purpose is to share my passion in many
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ways. Frequent meetings or workshops may discuss the change initiative’s goals, benefits, and
business impacts. I’ll use stories to connect with my team and show our potential. I’ll also
emphasize personal-corporate alignment. I may motivate my team by stressing the learning,
growth, and promotion possibilities the transformation effort will give. I’ll also listen to the team’s
feedback to demonstrate my commitment (Wade & Macpherson, 2016). My commitment to the
initiative’s success proves my words. I will set the tone by working hard and boldly tackling
difficulties. I aim to inspire individuals to gladly join our change path via open communication,
achievement recognition, and a shared purpose.
Modeling Trust and Teamwork
Effective team-wide change management requires trust. Trust encourages honest
discussion, collaboration, and less resistance throughout transitions. If team members don’t trust
one other, they may be hesitant to speak out and stall the change effort. I will always be honest in
my actions and words to exemplify workplace trust and collaboration. Transparency requires
sharing information about the change, its reasons, and its impacts. I define consistency as acting
on my claims. Showing my passion for the transition will build my team’s trust (Wade &
Macpherson, 2016). I will listen and consider my colleagues’ opinions. I want to create an openminded team where everyone feels comfortable speaking out. All members are heard and cherished
in our community. Through teamwork and contribution, I wish to demonstrate the way (Masys,
2018). I’ll emphasize collaboration above individual success. This approach encourages
collaboration and stresses our shared goal. I’ll outline everyone’s duties and explain how they fit
into the transformation effort to foster collaboration and friendship. The team will meet
periodically to review progress, raise concerns, and celebrate triumphs. Encourage peer support
and praise to boost cooperation.
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Structuring the Team
Structuring the change team effectively is pivotal to the success of any organizational
transformation. This section outlines the key roles and responsibilities within the change team,
emphasizes the importance of diversity and inclusion, and delves into the criteria and process for
selecting team members.
Key Roles and Responsibilities
Within the change team, it’s essential to define specific roles and responsibilities to ensure clarity
and accountability.
•
The leader of a change effort is the one who takes the reins, creates the long-term strategy,
and directs the team.
•
Those who are most invested in the success of the change inside their own organizations
will serve as “change champions” to inspire and inform their colleagues.
•
Project Managers- Those responsible for managing the schedule, resources, and outcomes
of the change plan on a day-to-day basis.
•
People who have extensive experience or training in a particular field relevant to the
transition at hand.
•
Specialists in communications are those whose job it is to create and disseminate messages
about organizational transformation to both internal and external audiences.
Diversity and Inclusion
Diversity and inclusiveness are essential for a productive and creative workforce. This necessitates
taking into account individual differences in gender, race/ethnicity, age, experience, and expertise
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while putting together a team. Greater innovation and improved problem-solving may result from
giving equal weight to differing points of view. Making everyone feel like they belong and have a
stake in the team’s success is what we mean when we talk about inclusion.
Criteria and Selection Process
•
Expertise and skills relevant to the change initiative.
•
A demonstrated commitment to the organization’s values and goals.
•
The ability to collaborate effectively and adapt to change.
•
Strong communication and interpersonal skills.
•
A track record of being a positive influence within the organization.
Nominations should be sought, credentials evaluated, interviews conducted, and fit with the team’s
culture and goals evaluated as part of the selection process. It has to be open, impartial, and
consistent with the aims and principles of the business. Successfully negotiating the complexity of
change requires assembling a diverse, talented, and motivated team.
Injecting Energy into the Group
Motivation and energy are essential for a change team to drive and sustain change successfully. In
this section, we will explore techniques for keeping the team motivated and energized, addressing
potential resistance or skepticism, and maintaining momentum and enthusiasm over time.
Techniques for Motivation and Energy
•
Start by making sure the team understands the change initiative’s main aim and why it’s
vital. When they perceive their contributions to the company’s success, employees work
harder.
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•
Maintain communication and ensure everyone understands. Regular updates on progress,
milestones, and successes inspire team members.
•
Honor the team’s efforts and achievement with an award. Giving team members
recognition for their individual and collective achievements enhances morale and
motivates them.
•
Let teammates make choices within their area of responsibility. Team members that have
input on the project are more likely to care about its result.
•
Training and advancement: provide them the opportunity to learn and grow. Investment in
your team’s professional progress shows gratitude and commitment to their success.
Handling Resistance or Skepticism
•
In the face of team members’ doubts or objections, it’s important to listen attentively to
their points of view. Try to put yourself in their shoes and demonstrate empathy. There
may be good reasons for the opposition’s vehement attitude.
•
Knowledge and Learning: Explain the rationale for the shift and its anticipated advantages
in a way that is both obvious and convincing. Clear up any misunderstandings and make
sure everyone on the team has the data they need to make smart choices.
•
Participation & Involvement: Team members should be included in all relevant changerelated decision-making and problem-solving. When given a voice in decision-making,
individuals are more inclined to support proposed reforms.
•
Find and use the team’s “change champions” to persuade the minds of any skeptics. These
leaders may inspire others by recounting their triumphs and providing examples of
constructive behavior.
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Maintaining Momentum and Enthusiasm
Plan periodic team meetings in which progress can be evaluated, accomplishments can be
celebrated, and problems can be discussed. Focus and energy may be preserved via these
gatherings.
I.
Flexibility: -Be ready to make adjustments to the transformation strategy in light of
feedback and new information. Maintaining motivation and avoiding exhaustion,
flexibility is essential.
II.
Learning Never Stops-: Foster a mindset that is always looking for new ways to develop.
Drive home the point that going through a transition may be a learning experience on many
levels.
III.
Mark Significant Achievements- Acknowledge and honor significant achievements when
they are reached throughout the transition. The crew is re-energized by these celebrations
of success.
IV.
Help your team members become more resilient by giving them the tools they need.
Helping team members deal with the stress and anxiety that comes with change is essential.
Avoiding Potential Pitfalls
Creating a change leadership team is complicated by the difficulty of getting everyone on the same
page. There might be opposition to the change if team members don’t understand it or buy into it.
Furthermore, internal strife and arguments within the team might slow development and deflect
attention away from the transformation goals. Disagreements about how to proceed might arise,
as can interpersonally tensions within the group. If not addressed, they may fester into a poisonous
work climate that undermines the whole reform initiative. Establishing open and honest lines of
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communication is crucial for overcoming these difficulties. Make sure everyone on the team is on
the same page with the change’s vision and goals, and that they are all in line with the larger goals
of the business. Furthermore, create conflict resolution tactics and encourage open communication
within the team to proactively handle disputes and disagreements. Inspire your team to share their
issues in a positive way and work together to find answers that will satisfy everyone. As the team
works through the transition, they may remain on track and keep up a spirit of positivity and
cooperation by placing a premium on alignment and dispute resolution.
Conclusion
Organizations need devotion, thorough preparation, and forceful leadership to form a successful
steering committee during transformation. The leader’s enthusiasm and dedication, trust and
collaboration modeling, organizational structure development, and momentum and enthusiasm
throughout the change journey have all been examined here. It stimulates the team to work harder
and makes everyone feel invested in the result. Open conversation, engaging tales, and crediting
sources are crucial. Every effective transformation attempt relies on teamwork and trust. Direct
contact, active listening, and example may build trust. Open communication and an emphasis on
teamwork above individual successes may help individuals feel comfortable working together to
tackle change. Choose a team with diverse experience and skills to reap the advantages of several
viewpoints. Clear criteria and a transparent selection process may assist ensure team members are
committed to the transformation vision and principles. The squad must have high morale and
manage discontent. Open communication, delegation, and public acknowledgment may encourage
a team, while actively listening and including them in decision-making can help them overcome
objections.
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References
Gupta, A., Melendez, A. T., Rosenthal, J., & Vrushabhendra, L. (2017). Implications in
Implementing Self-Managed Teams in Organizations.
Masys, A.J. (2018) ‘Teamwork and trust: A socio-technical perspective’, Trust in Military
Teams, pp. 219–249. doi:10.1201/9781315549637-12.
Salas, E., Shuffler, M. L., Thayer, A. L., Bedwell, W. L., & Lazzara, E. H. (2015).
Understanding and improving teamwork in organizations: A scientifically based practical
guide. Human Resource Management, 54(4), 599-622.
Wade, N. T., & Macpherson, A. (2016). Effective Team Building Guide.
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Strategies for Change
Staci Barfield
BUS575 Strategies for Change
Instructor: Dr. Adam Vaughn
September 26, 2023
2
Strategies for Change – Week 2 (Assignment 1)
Step-1- Increasing Urgency
Particularly, the need for an organization-wide sense of urgency during a change
creates the motivation needed to move away from the present state towards a new state.
Creating a sense of urgency is the first step in Kotter’s 8-step model for change. This step is
crucial to change management as the perception of urgent change results in an organization
establishing a change vision. A lack of urgency results in complacency towards proposed
changes, where there is no desire for better results. Really, urgency is key to justifying the
need for change and acting on it, immediately. Therefore, there is a need for the South
Carolina Department of Corrections (SCDC) to ensure creativity and honest communication
so as to find solutions to the areas of change required. The prerequisites for these changes
include new ideas, new ways of thinking, collaboration, continuous learning, finding
opportunities in crisis, and the implementation of innovative strategies (Friedberg &
Pregmark, 2022). Change efforts must incorporate organizational capabilities to adapt and
innovate.
The Need for Large-Scale Change at SCDC
The corrections sector is one of the three principal components of the criminal justice
system. Thus, there is a need for large-scale change at SCDC to ensure that the department
serves its purpose of retribution, deterrence, incapacitation, and rehabilitation (Russo et al.,
2017). Keller & Schaninger (2019) note that an organization must stir its staff around
enduring transformation themes and measure improvements to scale up. At SCDC, employee
turnover is attributed to the PayScale, where employees feel that the payment system does not
fully represent their efforts in the department. There is also another problem of a lack of
incentives, which is linked to reduced employee motivation and consequently lower
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productivity. The department needs to work on ways to motivate employees and ensure high
retention in the workplace, which will definitely reflect in the levels of productivity.
Level of Urgency at SCDC
From the above problems at SCDC, there is a low level of urgency observed in
dealing with the problems. Usually, a high level of urgency ensures that there is a balance
between identifying problems, acknowledging them, and finding solutions very quickly. The
management must comprehend that creating a sense of agency has benefits for the
department’s productivity and motivation. At SCDC, employees show a high level of
resentment of the payment system, which can be attributed to the high employee turnover.
In addition, there are no incentives given to the employees to motivate them at SCDC,
leading to low morale. The organizational climate shows that the department deflects
urgency, resulting in the frustration and untrusting nature of the employees to the extent that
the levels of productivity have dropped. Urgency in solving persistent negative issues in an
organization is what is needed. In cases like these, employees make assumptions that the
management does not care about their issues. There is nothing as stressful to dedicated
employees as the management that avoids taking action on issues that have been tabled.
Dealing with the problem of insufficient urgency
First, for organizations that prioritize true urgency in solving issues they face, they see
both opportunities and threats as a chance to do better. True urgency is not just the creation of
a miracle, however, it is the need to solve issues, no matter the circumstances. This requires
hyper-alert behaviors where the management looks for ways to get things right, even if it is
just making statements that move the organization toward a positive and productive direction.
Complacency is dangerous for an organization.
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Kotter (2008) notes that there is a need to acknowledge what is going on in the
organization and the issues being presented. Things like the productivity of the employees is
a key concern, therefore, employees and what they are doing in the organization should be
assessed carefully. Employee turnover needs to be evaluated. It is not hard to see the
happenings in an organization when there is attention to detail.
I am a naturally action-oriented person, which means whenever I observe a lack of
urgency to solve issues, I am always looking for ways to deal with the issues and make
necessary changes that will bring significant and positive impact. It is indeed frustrating to
deal with unresolved issues everyday at work. Therefore, I will ensure I am a beacon of true
agency for the department. I will help the department manager to see the reality of issues
facing the department such as low productivity and employee turnover. I will also propose a
possible solution such as coming up with a payment system that acknowledges and rewards
employees according to their efforts in the workplace. This in itself is acting with a sense of
urgency. This does not need to be in the form of lecturing the management or confronting
them, but rather showing them what needs to be done. The aim is to create urgency by
addressing the root causes of the issues and deviating the focus from the symptoms. For
instance, some questions to ask can include•
Why are employees resentful?
•
What is affecting the levels of productivity in the department?
•
Why do employees show low morale?
These questions are a good starting point for establishing a good attitude in resolving
the issues in the department. They reflect why it is important to attack the causes of the issues
rather than what the symptoms are and link the insufficient urgency to the results that the
department is trying to achieve. It is like an opportunity in crisis. Furthermore, I will steer
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honest conversations about the issues the department is facing. Task clarification is important
for enhancing communication with the rest of the departmental staff. It is important to avoid
going off as it may make issues worse and harm the management’s need for activating a sense
of agency. The management must fully grasp the effects of the proposed changes and the real
consequences when no action is taken. In addition, recognize the effects of rewarding positive
changes taken by employees, which demonstrates that moving forward is beneficial for them.
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References
Fredberg, T., & Pregmark, J. E. (2022). Organizational transformation: Handling the doubleedged sword of urgency. Long Range Planning, 55(2), 102091.
Keller, S., & Schaninger, B. (2019). A better way to lead large-scale change. McKinsey &
Company, 251-220.
Kotter, J. P. (2008). An astonishing lack of urgency (and what you can do about it). Harvard
Business Review. Retrieved from https://hbr.org/2008/10/an-astonishing-lack-ofurgency
Russo, J., Drake, G. B., Shaffer, J. S., & Jackson, B. A. (2017). Envisioning an alternative
future for the corrections sector within the US criminal justice system. Rand
Corporation.
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Stage for Change in South Carolina Department Corrections
Staci Barfield
BUS575 Strategies for Change
Instructor Dr. Adam Vaughn
September 19, 2023
2
Set the Stage for Change South Carolina Department Corrections
Humans have a natural tendency to prefer established ways of doing things, so it’s understandable
that there may be times when the idea of making a change doesn’t appeal. Companies, remarkably,
all have a similar resistance to change, based on the mistaken notion that their tried-and-true
practices are best. However, in today’s unrelenting corporate scene, change continues to be
unyieldingly rapid, resisting stasis. The very nature of the world is in a constant state of flux, as
shown by demographic shifts, changing tastes among consumers, new discoveries in science and
technology, and a dynamic and ever-evolving economic system. Companies that refuse to change
run the danger of becoming irrelevant in today’s economy (Von Treuer et al., 2018). This paper
will examine the areas within the South Carolina Department of Corrections that need change in
further detail here. In addition, will discuss practical measures the organization may take to aid in
and enhance the change process, so ensuring its continuous viability and efficacy in an everevolving global environment.
South Carolina Department Corrections (SCDC)
The PayScale system was one of the crucial areas where adjustments needed to be made inside the
company. Employee salary is mostly determined by the PayScale, which takes into account factors
including a worker’s rank, length of service, and the difficulty of their job responsibilities, among
others (Temgire & Joshi, 2021). Unfortunately, this company failed to fully realize the benefits of
PayScale, which resulted in resentment among workers who felt their pay did not fairly represent
their efforts. The result was a higher rate of employee turnover as a whole. To forestall more
departures and strengthen the company as a whole, it became clear that the PayScale system needed
to be adjusted.
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There was also an absence of incentives; workers were not provided with any extra prizes. Reduced
employee motivation is typically linked to a lack of incentives, which in turn leads to lower
productivity and worse quality work. Incentives are crucial in encouraging workers to give their
all at work. To make up for this deficiency, the company should implement a tiered incentive
scheme, rewarding top performers more than those who produce just adequate performance. This
method guarantees that all workers are motivated to work hard for more pay, which improves
productivity as a whole. In addition, the company needed a thorough plan for keeping its current
staff members.
Successful retention strategies focus on keeping excellent employees while also effectively
controlling attrition. Those with longer tenures in the company should be given preference when
making retention choices. Experience and, by extension, quality, increase with time on the job.
South Carolina Department of Corrections has to establish efficient techniques in the area of
personnel retention in order to reap the rewards of doing so (Packard, 2021). The South Carolina
Department of Corrections was chosen for this research on purpose because its recent history is
illustrative of the kinds of revolutionary transformations seen at similar institutions. Several
operational procedures may be implemented
