PSY FPX 8730 Assessment 5

Implementation Strategy

In implementing a plan, an important part of the consulting process is designing an intervention strategy. This entails crafting a proposal that outlines the necessary actions for improvement and the methods for implementing them (Augustsson et al., 2017). The main function of consulting is to bring clients face-to-face with reality, no matter how unpalatable, to drive their business forward (Block, 2011). Even when results could thwart implementation, for example, from high levels of risks involved in implementation or opportunism, the goal is to come up with a plan aligned with organizational objectives and feasible for implementation after the review (Augustsson et al., 2017).

Case Study Overview

Baltimore Trucking, a mid-sized Midwest trucking firm offering grocery delivery services, has issues in responding to customer needs for swift outcomes. The company, consisting of office staff like an attorney, risk and compliance consultant, safety director, office manager, administrative staff, and owners, strives to adapt to a rapidly changing global marketplace. Adopting new technology like file management software and social media marketing is aimed at addressing these challenges. Resistance from employees, particularly the attorney for social media marketing, is a hindrance to progress, although it is vital in the recruitment of potential clients (Meehan, 2016).

Group-Level Intervention Strategies

Positive psychology, focusing on employee strengths, offers methods like appreciative inquiry to drive positive change in organizations (Lewis, 2015). Strengths usage and celebrating successes promotes a sense of community and shared purpose (Kaplan et al., 2014). Employee resistance recognition and overcoming through training and cooperation establish receptivity to change, which is critical for the effective adoption of new technologies (Augustsson et al., 2017).

Client Resistance Management

Resistance by employees, though typical, is an opportunity to provide constructive feedback and improve (Hultman & Hultman, 2018). Recognizing expressions of resistance like silence or verbal aggression allows consultants to address issues successfully (Block, 2011). Providing choices and empowering employees encourages involvement and minimizes resistance (Hultman & Hultman, 2018).

Implementation Plan

Carrying out a plan begins with determining goals in conjunction with Baltimore Trucking employees to improve the attitude toward technology and organizational changes. A strengths inventory of technology, time management, and decision-making skills allows identifying areas that need improvement (Peterson et al., 2008). Delegating work such as scheduling meetings and establishing communication channels assists in ensuring ongoing support and progress monitoring (Block, 2011).

Evaluation Plan

Evaluation is a critical element to assessing intervention effectiveness and guiding upcoming initiatives (Block, 2011). Through the Kirkpatrick model, consultants assess reaction, learning, change in behavior, and results in determining intervention impact (Reio et al., 2017). Feedback in the form of employee surveys facilitates better strategies and ensures alignment with organizational goals (Reio et al., 2017).

Conclusion

Positive interventions in psychology coupled with effective resistance management and robust assessment offer channels to fostering workers’ engagement and organizational efficacy (Lewis, 2015). Corporations like Baltimore Trucking can thrive against change by positively reacting to resistance, utilizing workers’ strengths, and implementing comprehensive assessment strategies (Augustsson et al., 2017; Block, 2011).

PSY FPX 8730 Assessment 5 Implementation 

Hultman, K., & Hultman, J. (2018). Self and identity: Hidden factors in resistance to organizational change. Organization Development Journal, 36(1), 13-29. Retrieved from fromhttps://www.academia.edu/36103695/Self_and_Identity_Hidden_Factors_in_Resistance_to_Organizational_Change

Kaplan, S., Bradley-Geist, J., Ahmad, A., Anderson, A., Hargrove, A. K., & Lindsey, A. (2014). The study conducted a test of two positive psychology interventions aimed at enhancing employee well-being. Journal of Business and Psychology, 29(3), 367-380. Retrieved from DOI:10.1007/s10869-013-9319-4

Lewis, S. (2015). Lewis (2015) discusses the integration of positive psychology into organizational psychology. In S. Joseph (Ed.), Positive psychology in practice: promoting human flourishing in work, health, education, and everyday life (2nd ed.). Hoboken, NJ: Wiley.

Meehan, M. (2016, December 15). The article discusses the top trends that are shaping business for 2017. Retrieved from Forbes Magazine:

https://www.forbes.com/sites/marymeehan/2016/12/15/the-top-trends-shaping-business-for-2017/?sh=789ce46b6a8a9

Oore, D. G., Leiter, M. P., & LeBlanc, D. E. (2015). Individual and organizational factors promoting successful responses to workplace conflict. Canadian Psychology, 56(3), 301-310. Retrieved from http://dx.doi.org/10.1037/cap0000032 

PSY FPX 8730 Assessment 5 Implementation 

Peterson, C., Park, N., & Sweeney, P. J. (2008). Group well-being: Morale from a positive psychology perspective. Journal of Theoretical Social Psychology, 57(1), 19-36. Retrieved from https://doi.org/10.1111/j.1464-0597.2008.00352.x 

Reio, T. G., Rocco, T. S., Smith, D. H., & Chang, E. (2017). They conducted a critique of Kirkpatrick’s evaluation model. New Horizons in Adult Education & Human Resource Development, (29)2, 35-53.  https://doi.org/10.1002/nha3.20178