Team_Session_One.docx BUS4802 Team Development Plan: Session One Capella University BUS4802 - Change Management Team Development Plan: Session One Purpose In session one, the projected goal is to explain to a gr
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Team_Session_One.docx BUS4802 Team Development Plan: Session One Capella University BUS4802 - Change Management Team Development Plan: Session One Purpose In session one, the projected goal is to explain to a group of people the different disciplines to implementing change within a company. An exercise will be conducted on one chosen discipline to this group. The exercises intended purpose is to create real change within the company as well as to implement change while keeping the individuals in line with the overall shared vision. What is Change Management “Change management is the process, tools and techniques to manage the people side of change to achieve the required business outcome. Change management incorporates the organizational tools that can be utilized to help individuals make successful personal transitions resulting in the adoption and realization of change.†(Prosci). Personal Mastery In this discipline, a company or organization encourages individuals to be creative and think outside of the box all while adhering to the companys core values. This to include being open minded and making sure to stay open to ideas, creative thoughts and visions that may come up without being defensive or being closed minded. “Senge grounds this idea in the familiar competencies and skills associated with management, but also includes spiritual growth - opening oneself up to a progressively deeper reality - and living life from a creative rather than a reactive viewpoint.â€. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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