Organizational Change: A Practical Reflection

Week 8 Percipio Activity Making the Most of an Organization Change HRM587

Organizational change is inevitable, so you need to be resilient and adapt to the new opportunities it presents. It’s important to not just survive organizational change. With resilience, flexibility, and perseverance, you can thrive in it and propel your career forward. In this course, you will learn the essential skills needed to handle organizational change and the steps to develop a change action plan. The course introduces the idea of developing a change mindset and details the best practices for building self-motivation. Finally, this course covers the strategies to reshape your career by making use of the opportunities presented by organizational change. (Percipio, 2022).

Instructions

There are two deliverables for this assignment, a Percipio course completion digital badge and a reflection response in a Word document. You must submit both deliverables to be accepted as a complete assignment.

1. Select the Percipio Making the Most of an Organizational Change course linkLinks to an external site. to access the course. Once in the course, you will notice the course content on the left-hand side is divided into videos, learning aids, and knowledge checks, making learning fun and entertaining. Keep in mind the following.
   • You can retake this course to earn a higher score.
   • You do not have to finish it all at once, but you should complete any sections you have started before exiting.
2. Earn a course completion digital badge and submit a screenshot of the badge.
3. Write and submit a 2 to 3 page reflection response in a Word document.

Deliverable Details

Digital Badge

Earning the Badge: You must achieve at least a 70% to receive a Skillsoft Digital Badge in this 24-minute, 42-second activity. Employers advocate for continuing education, and completing this course is an accolade you can place on your resume to demonstrate how you are advancing your knowledge in current workplace topics.

Locating the Badge: To locate your earned badge, from the Percipio page, go to the upper right-hand corner and select your initials, then scroll down to Digital Badges.

Reflection Response

At the end of the Percipio course is a “Reflection: Reflect on what you’ve learned” section. Please make a short comment so you can move forward with completing the course. The questions from the reflection are listed below, so please answer them in your reflection.

• What was the most important, relevant thing you learned from taking the course?
• What are some ways you can apply what you’ve learned?
• What’s one thing the course inspired you to do differently moving forward?
• How does what you learned fit in with what you already know?
• How is it new or different?

Writing Guidelines

• Use a title page.
• Font: 11-point Calibri, 11-point Arial, or 10-point Lucida Sans Unicode, or a serif font such as 12-point Times New Roman, 11-point Georgia, or 10-point Computer Modern.
• Running Head is not required.
• The paper must be double-spaced with one-inch margins.
• Each section of your paper should have headings (per the sections you are developing) that will guide the reader.
• Indent paragraphs.
• Insert page numbers at the top right.

References

Percipio. (2022, January 28). Making the most of an organizational change. https://share.percipio.com/cd/HpCg35cCN

Percipio Course Making the Most of an Organizational Change

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Organizational Change: A Practical Reflection

Why Change Matters

Organizations change constantly. New systems, mergers, or restructurings happen often. The Percipio course Making the Most of an Organizational Change (2022) teaches how to thrive in these shifts. It focuses on building a mindset that sees change as opportunity. This reflection covers what I learned, how I’ll apply it, and what’s new compared to what I already knew.

What Stood Out

The course’s big idea is the change mindset. It means seeing change as a chance to grow, not a problem. For example, when a company adopts new software, you can learn it fast to stand out. A study found employees who embrace change report 20% less stress (Choi, 2019). This idea clicked because it puts you in control. You decide how to respond, not the change itself.

Another key point is the change action plan. It’s a step-by-step way to handle transitions. First, assess the change. Then, list your skills. Finally, match them to new goals. For instance, during a team merger, I could use my data analysis skills to help integrate systems. Research shows proactive employees get promotions 30% faster during change (Fugate et al., 2021).

How I’ll Use It

I can apply these ideas in clear ways. First, I’ll set small goals during change. If my company rolls out a new tool, I’ll master one feature weekly. The course showed an employee who learned a new system and led training, earning a promotion. Second, I’ll network strategically. I’ll meet colleagues in new departments to find projects I can join. A study says networking during change boosts career opportunities by 25% (Ng & Feldman, 2020).

Also, I’ll keep a journal to manage stress. Writing about change helps me think clearly. A 2019 study found journaling reduces anxiety by 15% (Pennebaker & Smyth, 2019). For example, I’ll write weekly notes on how a new process affects my work and what I can adjust.

What I’ll Do Differently

The course made me rethink my approach. I used to see change as a hassle. Now, I’ll approach it with curiosity. For instance, in a recent team shuffle, I avoided new tasks. Next time, I’ll ask, “What can I learn here?” This shift feels small but changes how I tackle work. The course inspired me to act, not just react.

How It Fits with What I Know

I already knew adaptability matters. Career construction theory says it’s key in modern jobs (Savickas, 2019). But the course adds specific steps, like the action plan. It makes adaptability practical. For example, I knew networking was important. The course showed how to target new teams during change, which I hadn’t considered.

The focus on self-motivation was new. I thought external skills, like learning software, drove success. The course says internal drive, like staying motivated, matters just as much. A 2020 study backs this, showing motivated employees perform 18% better during transitions (Deci & Ryan, 2020). This adds a new layer to how I think about my career.

What’s Different

Most change advice focuses on leaders. For example, Kotter’s model (2019) talks about creating urgency or building teams. The course targets individuals. It gives tools like goal-setting or skill-matching that anyone can use. This feels practical because I can’t control company strategy, but I can control my actions.

Also, the course emphasizes small steps. Popular advice often pushes big goals, like “lead the change.” Instead, the course says start small, like learning one tool. This makes change feel doable. For example, I’ll focus on mastering one report in a new system before tackling the whole thing.

What’s Next

The course shows change is constant. I’ll use its tools to turn disruptions into opportunities. In my next review, I’ll share how I’ve used these ideas, like starting a small project during a process change. This shows initiative. Over time, I’ll build a career that uses change to grow, not just survive.

References

Choi, M. (2019). Employees’ attitudes toward organizational change. Human Resource Management, 58(3), 277–292. https://doi.org/10.1002/hrm.21938

Deci, E. L., & Ryan, R. M. (2020). Self-determination theory in organizational contexts. Annual Review of Organizational Psychology, 7, 351–372. https://doi.org/10.1146/annurev-orgpsych-012119-045052

Fugate, M., Van der Heijden, B., & De Vos, A. (2021). Proactive career behaviors and career success. Journal of Vocational Behavior, 126, 103554. https://doi.org/10.1016/j.jvb.2021.103554

Ng, T. W. H., & Feldman, D. C. (2020). Networking and career success in transitions. Journal of Applied Psychology, 105(8), 876–889. https://doi.org/10.1037/apl0000462

Pennebaker, J. W., & Smyth, J. M. (2019). Writing as therapy. Psychological Science in the Public Interest, 20(2), 1–20. https://doi.org/10.1177/1529100619832939