The article discusses a number of Advanced Change Theory (ACT) principles and I believe that my organization could benefit from developing a vision for the common good, recognition of hypocrisy and patterns of self-delusion, and a mentality that is free from the system of external sanctions. These would mainly help me to produce organizational change by bridging the gap between the management and employee layers to improve creativity and productivity. To achieve this, I would ask members of the company to check whether they themselves embody the principles that they enforce on their subordinates before they point to them as the sources of organizational inefficiencies. Moreover, I would also champion the idea that people in the company should do what is right when faced with important organizational decisions as a means of increasing collaboration and enhancing members' participation in work-related tasks.
Ethical concerns affect all businesses today and in my workplace, the managers and employees are extremely sensitive to the possibility of ethical issues arising. However, this also creates an environment where avoidance is the key strategy for protecting one's self from a possible breach of ethical policy. This affects performance negatively, which makes it vital for the organization to rethink its approach to enforcing its ethical guidelines. To improve the situation, I would try to improve employees' levels of commitment to the organizational agenda as a means for reducing the need to enforce the company's ethical policy. Quinn, Spreitzer, and Brown highlight that this alignment of employee behaviors with organizational goals would require extensive participation from the management to ensure that the productivity gains become part of the organization's culture rather than a feature that requires the strict enforcement of the ethical policy.
Works Cited
Quinn, Robert E., Gretchen M. Spreitzer, and Matthew V. Brown. "Changing others through changing ourselves: The transformation of human systems." Journal of Management Inquiry 9.2 (2000): 147-164.
