Change Management Plan: Sexual Harassment

Creating a change plan is essential for successful change implementation. The change management plan is the roadmap that guides change planning and implementation activities. It is the guiding framework change leaders rely on to manage the organizational change process. It is important to note that change takes place in phases. These include:

  1. Change is a multiphase process
  2. A change management plan is dynamic; as you execute it, you learn and make adjustments
  3. The plan establishes a common understanding of the performance that is required and creates a holistic approach that links individual efforts to your change objectives.
  4. If you are pursuing transformational change, recognize that change will occur at different stages and times throughout the organization.

The ideal change management plan combines aspects of both strategic and tactical. There are six steps which are necessary when implementing an organizational plan. Step one and two help prepare or change, step three helps you to build commitment to the changes, step for to six guide creation of the actual change management plan. These steps can are as follows; clarify the change purpose and goals, clarify what will not change, build support and ownership, design change management initiatives, implement change management initiatives and learn and adjust.

There are issues which need immediate attention. These are issues which are involved in infringing on the rights of being human. For instance, we have sexual harassment. Sexual harassment has become a highly visible issue in organizations ranging from corporations to universities. Sexual harassment is defined as unwelcome sexual advances requests for sexual favors, and other verbal or physical contact when (a) submission to the conduct is either explicitly or implicitly a term or condition of an individual’s employment, (b) submission to rejection of such conduct by an individual is used as a basis for employment decisions affecting that individual, and or (c) such conduct [that] has the purpose of effect of unreasonably interfering with work performance, or creating an intimidating, hostile, or offensive working environment (Jex & Britt, 2008 ). The term quid pro quo sexual harassment in organizations is often used to denote situations in which an employee’s sexual advancement or performance is adversely impacted by refusing the sexual advances of supervisor or other employee who exerts power over the employee (Griffin & O’Leary-Kelly, 2004). This form would apply primarily to the first two parts of the definition provided previously. Thus in such cases, there is urgent need to ensure that radical changes are effected which strive to protect the concerns of the employees within an organization.

Change is a process and not an event. The creation of strategic change is by definition a shift in paradigms, which involves changes in the following areas; values and paradigm, norms and practices, expectations and feelings, and lastly behaviors and competencies (Kaufman, 2003). To make this change in mind – sets even more daunting, the change will likely impact people who are already overwhelmed with the increasing acceleration of change in their professional and personal lives. Therefore, all organizational members must recognize that organizational change can and must be focused on useful results aligned at all levels (Kaufman, 2003).


Griffin, R. W., & O’Leary-Kelly, A. (2004). The dark side of organizational behavior. New Jersey: John Wiley & Sons.

Jex, S. M., & Britt, T. W. (2008 ). Organizational psychology: a scientist-practitioner approach. New Jersey: John Wiley & Sons.

Kaufman, R. A. (2003). Strategic planning for success: aligning people, performance, and payoffs. New Jersey: John Wiley & Sons.

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