PSY FPX 8730 Assessment 5 Implementation

Student Name

Capella University

PSY FPX 8730 Consultation Psychology

Prof. Name:

Date

Implementation Plan

When implementing a plan, one of the key elements of the consulting process is the intervention plan. This is when the consultant formulates a strategy to propose the actions necessary for improvement and how to accomplish them [CITATION Aug17 \l 1033]. The objective of the consultant is to bring the client to a place where they confront reality, no matter how difficult, so that the business can move forward [CITATION Blo11 \l 1033]. However, there may be findings during the consulting process that hinder the implementation of interventions. This could occur if the risk of implementation is too high or if the timing is not appropriate. The goal is to create an intervention plan that can be executed after a review confirms that the recommendations align with and support the organization’s needs [CITATION Aug17 \l 1033].

Case Study Summary

Baltimore Trucking, a mid-sized company in the Midwest specializing in grocery delivery, is facing challenges typical of the trucking industry, including customer demands for immediate results. The office staff comprises an attorney, a risk and compliance consultant, a safety director, an office manager, ten administrative employees, and the owner and his wife. To adjust to the fast-paced global economy, the owner has introduced innovative technology, including file management software, communication applications, and social media marketing programs. Despite these efforts, the owner perceives resistance from employees, particularly the attorney, who opposes the use of social media for business purposes. Research, however, indicates that social media marketing can attract potential clients, which is crucial for the business [CITATION Mee16 \l 1033].

As technology evolves, ongoing employee training is required to keep up with advancements. However, employees have expressed frustration, leading to a work environment filled with stress. The owner believes that as employees become accustomed to the new technology, the work atmosphere will improve, resulting in increased productivity and efficiency. Given the current employee attitudes, the owner feels it is the right time to hire an external consultant to drive change and foster a more welcoming attitude toward technological advancements.

Group-Level Intervention Strategies

Positive psychology is one theory that focuses on employee well-being by analyzing their strengths [CITATION Lew15 \l 1033]. When process changes fail, it is often due to how the changes were implemented. Employees may become “survivor employees,” who are disengaged and resentful [CITATION Lew15 \l 1033]. Appreciative Inquiry (AI) is a strategy based on leveraging a company’s strengths to motivate positive change among employees [CITATION Lew15 \l 1033]. This approach emphasizes building on past successes, a technique proven to be effective by focusing on positive attributes rather than shortcomings [CITATION Kap14 \l 1033].

Using this method fosters a sense of community and shared goals, highlighting strengths in areas like knowledge, communication, and diversity [CITATION Lew15 \l 1033]. For Baltimore Trucking, identifying and leveraging employee strengths could help improve motivation, especially when employees resist technology training. Employees who feel doubtful or bitter about changes are less productive and more negative [CITATION Aug17 \l 1033]. Successful change implementation hinges on employees being open to change, whether in process or content [CITATION Aug17 \l 1033]. By using AI to engage employees in dialogue and active participation, companies can improve attitudes and productivity [CITATION Lew15 \l 1033].

Research supports the strength-based approach, which has been shown to reduce turnover and increase productivity [CITATION Lew15 \l 1033]. Conducting a structured inventory of employee talents can illustrate both company strengths and areas where employees are weak, particularly regarding technology. As these inventories are conducted, they have been proven to enhance employee self-efficacy, satisfaction, and well-being [CITATION Lew15 \l 1033].

PSY FPX 8730 Assessment 5 Implementation

Interventions that focus on group dynamics, like team-building exercises or partnerships, are essential for fostering trust and collaboration [CITATION Oor15 \l 1033]. Evaluating workplace morale provides insight into employee well-being, and team-building strategies can improve motivation and productivity [CITATION Pet08 \l 1033]. By pairing struggling employees with those proficient in technology, Baltimore Trucking can improve skills and build relationships. A supportive culture is vital for employee engagement and can only be achieved when employees feel valued and secure [CITATION Oor15 \l 1033].

The creation of a strengths inventory can also enhance understanding of the relevance of social media marketing while exposing employees to positive customer feedback, which can boost motivation [CITATION Oor15 \l 1033].

Another suitable intervention strategy for Baltimore Trucking is establishing a decision support system, allowing employees to test scenarios before implementation [CITATION Oor15 \l 1033]. This method safeguards the company from potential high-impact changes. For instance, employees could test new software before purchasing to ensure it suits the business. Historically, technology decisions were made solely by the owners, resulting in software that was not always user-friendly or necessary for all employees.

Cognitive-behavioral therapy (CBT) is another intervention that can challenge negative thoughts and promote productive behaviors [CITATION Bre13 \l 1033]. In this case study, CBT can address the employees’ negative attitudes toward technology by challenging their beliefs and encouraging positive behaviors. Since thoughts influence emotions and behaviors, fostering a positive work environment is crucial for maintaining productivity [CITATION Bre13 \l 1033]. The consultant must first identify the source of negativity and help the client become aware of it, providing opportunities to change negative thought patterns [CITATION Bre13 \l 1033].

Client Resistance Strategies

Resistance from employees, whether collective or individual, can provide valuable insights [CITATION Hul18 \l 1033]. Resistors can highlight weaknesses in methodology or issues with recommendations. In these cases, it can be beneficial to use resistors as mentors to improve the consulting process [CITATION Blo11 \l 1033]. Engaging with resistors can provide insights into deficiencies and help refine the approach.

Resistance can manifest in various forms, such as silence, confusion, accusations, or aggression [CITATION Hul18 \l 1033]. It’s essential for consultants to recognize that resistance often stems from discomfort and fear of losing control [CITATION Blo11 \l 1033]. By understanding the root of resistance, consultants can offer reassurance and assist in developing the client’s potential.

If a client feels helpless or confused, they may adopt a victim mentality. However, offering choices and engaging the client in the decision-making process can reduce resistance [CITATION Blo11 \l 1033]. Identifying the type of resistance and vocalizing it using neutral language allows the resistor to express their concerns, which is critical for maintaining progress [CITATION Blo11 \l 1033].

In the case of Baltimore Trucking, the client may resist training, evaluation, or surveys out of fear of losing control. This resistance likely stems from their familiarity with existing systems and the challenges of adapting to new ones. Empowering the client by offering choices and presenting them as part of the solution can reduce fear and facilitate engagement with the necessary changes [CITATION Hul18 \l 1033].

References

Augustsson, H., Richter, A., Hasson, H., & Thiele Schwarz, U. v. (2017). The need for dual openness to change: A longitudinal study evaluating the impact of employees’ openness to organizational change content and process on intervention outcomes. The Journal of Applied Behavioral Science, 53(3), 349–368. https://doi.org/10.1177/0021886317691930

Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3rd ed.). Hoboken, NJ: Wiley.

Bremner, G. (2013). Overcoming your workplace stress: A CBT-based self-help guide. Behavioural and Cognitive Psychotherapy, 41(3), 376-377. https://doi.org/10.1017/S1352465813000106

Hultman, K., & Hultman, J. (2018). Self and identity: Hidden factors in resistance to organizational change. Organization Development Journal, 36(1), 13-29. Retrieved from https://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). A test of two positive psychology interventions to increase employee well-being. Journal of Business and Psychology, 29(3), 367-380. https://doi.org/10.1007/s10869-013-9319-4

Lewis, S. (2015). Bringing positive psychology to 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 top trends shaping business for 2017. Forbes Magazine. https://www.forbes.com/sites/marymeehan/2016/12/15/the-top-trends-shaping-business-for-2017/?sh=789ce46b6a8a9