Volunteers Corner Article Review

Volunteers Corner Article Review

Richard Nires

MGT 426

June 18, 2014

Robert Allen

Summarize the article

Volunteer fire department leaders must assume the role of change agents in order to manage change. The change agent role becomes extremely stressful when having to deal with the many different entities involved in a volunteer role such as this. Some of the different entities involved are the general public, regulatory agencies, and the membership. A change agent must be able to understand change and make them go as effortless as possible because people will naturally be resistant to change. Negative factors in change that people feel jeopardize their role within the organization include disruption in established work patterns, reduction of rewards, and reduction of position. Minimal resistance must be achieved by a valiant effort to show and explain the benefits of the new change.

While some people are willing to accept change, there are those who will completely oppose it and use tactics to combat change. Volunteer fire department leaders need to be aware that not everyone will be delighted when changes arrive; bringing in people who are on-board with the new change is the best bet. Change agents must also take careful consideration regarding when, where and whom the change is proposed to. The brick wall syndrome and bear traps are two types of tactics which can be used to stop any effort for change. Maintaining awareness of bear traps such as disinformation, targeted disinformation, and personal discrediting allows a change agent such as volunteer fire department leaders to be more adept.

Summarize the author’s conclusion and/or recommendation

A change agent must be ready for road blocks that may try to stop change in an organization. Those who are perceived to be the closest allies are the most enthusiastic foes during a time of change. Some change agents may already have experienced a set of circumstances as previously described and are in agreement. “To be effective as a chief officer in a volunteer fire department, you must develop competencies in being a change artist.” (Buckman, 2002, p. 3). Appreciation of all the angles and impacts of change will be the best mechanism in implementation and overcoming road blocks.

Summarize your conclusion and/or recommendation

It is true that a change agent must be able to keep a wary eye of those who are attempting to sabotage change but must also have the ability shape the organization. A change agent must possess the ability wear multiple hats such as that of a director, navigator, caretaker, coach, interpreter, and nurturer so the changes needed go as smooth as possible. Even after wearing multiple hats, a change agent may still be unable to convince those who are against change to commit to the new procedures and processes. A leader who is a change agent must be an innovator who believes whole heartedly in the procedures and processes that are being implemented throughout the organization. “For this reason, it is important to point out that the six images of managing change themselves have blurred boundaries and in practice elements of different images may overlap and intermingle.” (Palmer, Dunford, & Akin, 2008).