Answer 3 for LDR 615 According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis
Organizational change encounters many barriers, and how people perceive and understand change is among the primary areas of concern. The statement that people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis underlines the significance of the stimuli (frame of mind) in change initiatives. The relevance of this statement for organizations growing and responding to change is that feelings, facts, and thoughts are critical determinants of successful change that that leaders must understand, evaluate, and never overlook. Within nursing, many healthcare professionals resist change if they perceive it negatively, mistrust it, or are uncertain about its impacts (Cheraghi et al., 2023). For instance, nurses may fear technology that is likely to affect their job security, hence a negative feeling. Telling them about the truth of the proposed change is crucial to successful implementation since it creates a positive feeling. Besides, it is worth mentioning that positive feelings can be created by helping employees visualize how they would be impacted at the individual level if change does not occur. Such an approach is better than providing them with massive amounts of logical data about the overall impact of a change initiative.
Stakeholders are valuable in the change process since they influence its adoption and sustenance. As De Koket al. (2023) posited, addressing stakeholder concerns is crucial to their participation in change implementation and challenging the status quo. When feelings are the primary basis for their concerns, leaders should develop creative strategies for improving their attitude toward change. Petkovic et al. (2023) advised change leaders to embrace open communication to address concerns regarding the intended impact of change. While doing so, a leader should ensure dialogue and take adequate time to understand the emotional connection between stakeholders and a change initiative.
References
Cheraghi, R., Ebrahimi, H., Kheibar, N., & Sahebihagh, M. H. (2023). Reasons for resistance to change in nursing: an integrative review. BMC Nursing, 22(1), 310. https://doi.org/10.1186/s12912-023-01460-0
De Kok, E., Schoonhoven, L., Lalleman, P., & Weggelaar, A. M. (2023). Understanding rebel nurse leadership‐as‐practice: Challenging and changing the status quo in hospitals. Nursing Inquiry, 30(4), e12577. https://doi.org/10.1111/nin.12577
Petkovic, J., Magwood, O., Lytvyn, L., Khabsa, J., Concannon, T. W., Welch, V., … & Tugwell, P. (2023). Key issues for stakeholder engagement in the development of health and healthcare guidelines. Research Involvement and Engagement, 9(1), 27. https://doi.org/10.1186/s40900-023-00433-6
