REFLECTION #3
So What:
This module illuminated the pivotal role of HR in shaping and being shaped by organisational culture, as noted by Crumpacker and Crumpacker (2007). The CIPD Knowledge Areas, particularly K02.05C Culture and Behaviour, highlighted the myriad of ways in which different ethical perspectives and values can influence organisational decision-making. From internal policies to external business relations, I learnt that HR professionals must navigate a labyrinth of ethical considerations to ensure decisions reflect not just the organisational goals but also the collective values and culture. Additionally, K06.02C Change emphasised how change management methodologies must be tailored to the unique cultural fabric of each organisation to be effective. The module offered a deep dive into change management frameworks, detailing their impact on organisational culture within diverse environments. We explored Lewin's three-step model of 'unfreezing,' 'change,' and 'refreezing,' highlighting the importance of preparing, implementing, and solidifying change (Lewin, 1947).
Kotter’s 8-Step Change Model (Kotter (2012) provided a granular approach, focusing on urgency, coalition-building, and embedding new norms, demonstrating leadership’s critical role in championing and sustaining change.
Hiatts (2006) ADKAR model's attention to individual transition processes—awareness, desire, knowledge, ability, and reinforcement—underscored the importance of considering personal and cultural nuances during change initiatives.
Communication emerged as a central theme across all models, not just as a tool for information distribution but as a means to engage and align employees with the change vision, a process made more complex in culturally diverse settings.
The McKinsey 7-S Model’s comprehensive view of aligning strategy, structure, systems, shared values, skills, style, and staff proved effective in maintaining organisational cohesion during transitions, as noted by Zincir, and Tunc (2020).
This multifaceted exploration highlighted the need for sensitivity in applying change models, ensuring that change is both culturally informed and ethically implemented, equipping HR professionals for the dynamic challenges of global change management.
Reflective Log Entry: HR4S013 - Leading and Managing People
What is the Author Saying and doing?
What the author is doing: Engaging in reflective observation by examining the implications of the CIPD Knowledge Areas on their understanding and the importance of culturally and ethically informed change management strategies
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