LEAD FPX 5220 Assessment 5 Change Management and Development Plan
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Assessment Overview:
LEAD FPX 5220 Assessment 5: focuses on creating a Change Management and Development Plan for Trinity Health System, emphasizing leadership development. Using the Agile Leadership Self- Assessment, it identifies strengths and sins in interpersonal chops, sanguinity, and openness to staff opinions. The plan provides a practicable way, timelines, and evaluation styles to strengthen leadership capabilities and support organizational change.
How to Pass LEAD FPX 5220 Assessment 5 Change Management and Development Plan
- The Agile Pivot: Focus on Interpersonal Agility. Explain that being “Opinionated” (a weakness identified) can stifle a team, while “Optimism” acts as the fuel that keeps the team moving during the “neutral zone” of change.
- Define the “Optimism Gap”: Use Goleman (2000) to explain that an optimistic leader creates a “resonant” climate. If you don’t authentically believe in the change, the staff will detect your “Mistrustfulness” (Cawsey et al.).
- Harness Staff “Opinions”: Shift your view of “opinionated staff” from a challenge to an opportunity. Use Northouse (2021) to argue that these vocal staff members are often your best source of “Facilitating Conditions” or “Blockers” you need to address.
- Create a “To-Do” List for Flexibility: Your plan for month one should include a Flexibility Audit. How quickly can your unit adapt to a new schedule or a change in EHR protocol?
- The 3-Month Transformation: Set a hard target. Within 90 days, you should demonstrate a measurable shift in Interpersonal Communication. This isn’t just about “talking more,” but about “listening better.”
- Use the Cawsey Toolkit: Cite Cawsey, Deszca, & Ingols (2016) for your action steps. Use their “Action-Oriented Toolkit” to justify why you are initiating surveys in month two rather than month six.
- Address “Unasked Feedback”: Treat unasked feedback as “Free Data.” In your plan, create a specific channel (like a digital suggestion box) to capture this data early in the process.
- Institutionalize Input: Don’t just ask for input once. Your plan should show a Routine of Engagement—monthly town halls or weekly huddles where “Opinions” are explicitly sought out.
- The Anonymous Survey Guardrail: Use anonymous surveys at the 2-month mark to catch “Negative Sentiments” before they become “Active Resistance.”
Sample Assessment:
Change Management and Development Plan
Introduction
Trinity Health System prioritizes the development of good staff, particularly in enhancing leadership chops. Periodic evaluations conducted by the leadership platoon assess colorful leadership capabilities. Lately, the principal Nursing Officer appointed the Director ofPost-Acute to the staff development platoon, tasking them with the creation of a staff development plan aimed at training arising leaders within the association.
The Director has decided to concentrate on interpersonal chops, specifically fastening on sanguinity and the opinions expressed by staff. These capabilities are pivotal for effective leadership in a sanitarium terrain characterized by different personalities and job places. The proposed staff development plan will unfold over six months, featuring specific target dates for each action step.
Agile Leadership Self-Assessment
The Agile Leadership Self- Assessment comprises three crucial areas: learning, interpersonal chops, and prosecution( Agile Leadership Self- Assessment, 2020). The Director’s assessment revealed strong scores in associative literacy, driven prosecution, and convivial interpersonal chops. Still, it also linked sins in innovative literacy, tolerant prosecution, and both opinionated and auspicious interpersonal leadership chops( Agile Leadership Self- Assessment, 2020).
Given the need for change within the association, prioritizing interpersonal dexterity came apparent. The emphasis on interpersonal chops is essential due to the nature of the changes being enforced, which bear effective communication and empathy toward both staff and cases. By targeting the linked sins — videlicet, opinionated and auspicious traits — the end is to cultivate a well- rounded leadership platoon.
Change Related Competency
sanguinity and the expression of opinions among staff are integral to platoon success. This development plan will outline how leaders can enhance their leadership rates in response to change. crucial focus areas will include interpersonal chops, inflexibility, an understanding of the need for input, and the approach to challenges and openings.
The strategy involves enforcing particular leadership changes to bolster the overall effectiveness of leaders. Fostering sanguinity among leaders is critical to motivating brigades through ages of slow progress or lapses. Sanguinity can palliate negativity and stress among staff, thereby promoting a healthier terrain during transitional phases. Understanding and addressing the varied opinions of staff is also essential; opinions frequently reflect collaborative sentiments and must be conceded to maintain open lines of communication.
Action Plan and Timelines
Interpersonal Communication
To enhance leadership capabilities, practicable ways with clear timelines are necessary. Wanted issues include better interpersonal communication, inflexibility, and a better understanding of staff input. It’s vital for leadership to completely support the change and perpetration styles to keep any signs of mistrustfulness from undermining the action( Cawsey, Deszca, & Ingols, 2016).
The first step toward cultivating sanguinity is for leaders to authentically believe in the change process. This requires relating the eventuality for success and remaining married to the stylish interests of staff and cases likewise. This leadership metamorphosis should be done within three months to foster lasting impacts. Staff checks will be conducted at the six- month mark to assess advancements in interpersonal communication.
Flexibility
Inflexibility must be bedded at all organizational situations during change sweats. Creating a to- do list can grease a clear direction for the change action( Cawsey et al., 2016). Leaders must be prepared to address unlooked-for challenges and effectively communicate any necessary adaptations to the plan. This inflexibility should be established within the first month of initiating the change.
Also, leaders should prepare for and manage the challenges posed by opinionated staff, icing that their benefactions are honored without allowing them to dominate conversations. Regular meetings should be held to grease ongoing dialogue and address enterprises, starting with an original meeting in the first month and continuing daily.
Challenges and Opportunities
espousing an auspicious mindset equips leaders to more navigate challenges and seize openings( Cawsey et al., 2016). This mindset is pivotal when faced with unanticipated changes or delicate platoon dynamics. By fostering strong interpersonal connections, leaders can uncover the root causes of challenges and transfigure them into openings for growth. Immediate perpetration of this action step is necessary, with an evaluation being in the alternate month through anonymous staff checks. Leaders should also view unasked feedback as a chance to reflect and acclimatize the change action.
Others’ Desire for Input
Feeling that staff input is inestimable for fostering sanguinity is essential for effective leadership. Engaging staff in decision- making processes reflects their trust in leadership and should be initiated within the first month. Conducting checks to gauge staff sentiment about the change will be done two months into the design. This cooperative approach can yield fresh perspectives and enhance design issues. Leaders should prioritize engaging opinioned platoon members to ensure that different shoes are integrated into the action.
LEAD FPX 5220 Assessment 5 Change Management and Development Plan
| Action Steps | Timeline | Evaluation Method |
| Enhance Interpersonal Communication | 0-6 Months | Staff surveys at six-month mark |
| Establish Flexibility | 1 Month | Check-in from change leader |
| Navigate Challenges & Opportunities | 0-2 Months | Anonymous survey after two months |
| Engage Staff Input | 1-3 Months | Surveys conducted in the third month |
LEAD FPX 5220 Assessment 5 Change Management and Development Plan
Cawsey, T. F., Deszca, G., & Ingols, C. (2016). Organizational change: An action-oriented toolkit (3rd ed.). Thousand Oaks, CA: Sage.
References (APA 7 Format)
- Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.
https://www.routledge.com/Transformational-Leadership/Bass-Riggio/p/book/9780805847618 - Goleman, D. (2000). Leadership that gets results. Harvard Business Review.
https://hbr.org/2000/03/leadership-that-gets-results - Northouse, P. G. (2021). Leadership: Theory and practice (9th ed.). Sage Publications.
- Whitmore, J. (2017). Coaching for performance: The principles and practice of coaching and leadership (5th ed.). Nicholas Brealey Publishing.
https://www.bloomsbury.com/us/coaching-for-performance-9781473658127/ - Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
https://store.hbr.org/product/leading-change/5047 - MindTools. (n.d.). Leadership skills.
- Center for Creative Leadership. (n.d.). Leadership development resources.
https://www.ccl.org
Rubric Breakdown
| Criteria | Distinguished | Proficient | Basic | Non-Performance |
| Agile Self-Assessment | Critically evaluates self-assessment results, linking specific “innovative” and “opinionated” traits to leadership outcomes. | Analyzes personal strengths and weaknesses using the Agile Leadership tool. | Lists assessment scores without explaining how they impact leadership in a change context. | No assessment provided. |
| Competency Analysis | Deeply explores the psychological impact of optimism and staff input on team morale during shifts. | Identifies key competencies (Optimism, Flexibility, Opinion-sharing) for change. | Mentions leadership traits but does not link them to the specific change initiative. | No analysis. |
| Action Plan & Timeline | Proposes a sophisticated, tiered action plan with specific milestones and strategic justifications (Cawsey et al.). | Outlines an action plan with clear steps and timelines for development. | Lists a few goals without a structured timeline or logical sequence of events. | No plan provided. |
| Evaluation Methods | Designs a robust evaluation system using 360-degree feedback, anonymous surveys, and KPI tracking. | Defines methods for measuring progress and evaluating the success of the plan. | Suggests “checking in” without identifying specific tools or metrics for evaluation. | No evaluation plan. |
| Professional Authority | Synthesizes insights from Kotter, Goleman, and Northouse to create an executive-level growth roadmap. | Communicates effectively using professional tone and appropriate references. | Communication is clear but lacks the depth of a strategic leadership consultant. | Fails to use professional tone. |
Step-by-Step Guide
- Title & preamble Title, name, course, professor, date; state thing — develop leadership chops to support organizational change.
- Assess leadership Use Agile Leadership Self- Assessment to identify strengths( prosecution, interpersonal chops) and sins( sanguinity, valuing staff input).
- Define change capabilities concentrate on interpersonal communication, inflexibility, sanguinity, and incorporating staff opinions.
- Action plan & timeline Assign way with deadlines — ameliorate communication( 0 – 6 months), inflexibility( 1 month), challenges openings( 0 – 2 months), staff input( 1 – 3 months).
- Evaluation & conclusion Measure progress via staff checks, anonymous feedback, and leader check- sways; epitomize anticipated issues in leadership effectiveness and staff engagement.
Frequently Asked Questions
Q What’s the main thing of this plan?
To develop leaders’ interpersonal chops, sanguinity, and capability to incorporate staff opinions to support organizational change.
Q How long is the plan designed to take?
Six months, with mileposts and evaluations throughout.
Q How is progress measured?
Staff checks, anonymous feedback, and check- sways from change leaders.
Q Why concentrate on sanguinity and staff opinions?
A sanguinity motivates brigades through challenges, and valuing staff opinions encourages engagement and collaboration.
Q What tools guide the plan?
Agile Leadership Self- Assessment and structured action way with timelines from Cawsey, Deszca, & Ingols( 2016).
Integrity Note
Note: Only use this assessment example for learning and structure purpose. Do not submit as your own work.
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