That’s a Wrap 5304!


Throughout this course, I was able to learn about all of the aspects on becoming a leader in my organization and promote change.  When trying to create change there are a few questions to ask yourself.  Why are you trying to change your organization? What are behaviors you want to change and how will you influence this change?  How will you plan for change?  How will I deal with uncomfortable situations and push back, from my ePortfolio initiative?  These are all valid questions that I was able to answer by the end of Leading Organizational Change.  I feel that I’m prepared for all of the push back and obstacles I may face, when rolling out my innovation plan.

With a plan for change, there needs to be a reason why.  There needs to be a purpose for your actions.  I created my why statement in order to explain why I believe ePortfolios should be implemented in the classroom,  how it will be implemented and what will happen when ePortfolios are implemented in the classroom.   By sharing my why statements, I will be able to “win over their hearts and minds.” (Kotter, 2011)  Sharing my passion and why I’m completely invested in this initiative, will convince my organization that this could be an idea they could “buy-in to” and create positive change.

After being able to define my why, how and what; I needed to create an Influencer Strategy, for my initiative.  I needed to be able to look at target behaviors and determine how I would achieve the desired result.  In order to change the behaviors within my organization, I planned to use the Six Sources of Influence.  This Influencer Model provides six different ways to influence change.  In a video that I watched, Washed Up video , it stated that using four or more of the influences actually increases the chances of success by ten times.  Knowing that I had so many ways to influence others, in my tool kit, really made me feel a sense of confidence to create change.

To continue to foster change in my environment, I needed to create my 4DX Plan and map out The Five Stages of Change, in my 4 Disciplines of Execution. Chris McChesney, Sean Covey, and Jim Huling helped me focus on a wildly important goal and to create a 4DX plan, to avoid the whirlwind.  Life happens and everyone needs to plan to get past the it.  The 4DX plan helped to narrow down to a goal and focus on it and to maintain the focus throughout life. I feel that this is such an important piece to the plan, because life happens and I need to be able to ensure that even when life gets distracting, my initiative won’t be forgotten.

Lastly, I need to address probably the most avoided topic, crucial conversations.  This can be the most awkward part of the process. By diving into this topic, I was able to learn about all aspects of being a self-differentiated leader.  Crucial conversations are necessary in the work place.  They are necessary if anything is deterring the organization from accomplishing their goal.  I learned that if there is resistance about the initiative, I need to speak with the individual or individuals about the concerns.  As a leader of organizational change, I know I will need to have conversations throughout my innovation plan and I will be sure to reference the eight steps of change strategy to make sure the conversation is successful.

Leading Organizational Change, has given me a plan and the confidence, to implement change and address resistance to change.  It has given me a detailed plan to create change in my organization and deal with the whirlwind and obstacles that can get in the way of my desired results.  Change is avoided topic of conversation because people like to be comfortable and routine.  Change throws off routine and makes people feel uncomfortable.  With all I have prepared from this course, I believe that I will be able to become a self-differentiated leader and ease the stress and anxiety, of my organization.


All Washed Up (2010). Retrieved from

Asacker, T. (2014, June 30). Why TED talks don’t change people’s behaviors: Tom Asacker at TEDxCambridge 2014. Retrieved from

Chesney, C., Covey, S. & Huling, J.  (2012) The 4 disciplines of execution.  New York, NY:  Franklin Covey Co.

Grenny, J., Maxfield, D., & Shimberg, A. (2013). How to 10X your influence. [eDocument]. Retrieved February 5, 2019, from Signature=c141185d03174571bab9155c2f7ce9768d4ed5753ebb9f4989ff602c3c86a582

Grenny, J., Patterson, K., Maxfield, D., McMillan, R., & Switzler, A. (2013). Influencer: The new science of leading change: 2nd ed. New York: McGraw-Hill Education.

Kotter, J. (2011, March 23). John Kotter – The heart of change. Retrieved from

Kotter, J. (2013, August 15). Leading change: establish a sense of urgency. Retrieved from 

Patterson, K., Grenny, J., & Swizler, A. (2012). Crucial conversations: tools for talking when stakes are high. (2nd ed.).  New York: McGraw-Hill.

To deliver results start with why? (2018, June 26). Retrieved from


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