Change Initiative: Creating Vision

LDR 615 Change Initiative: Creating Vision

Change Initiative: Creating Vision

It is critical to have effective communication in order to provide a clear vision of change and strategies to an organization’s stakeholders. Successful communication makes all stakeholders feel more engaged and provides them with a clear picture of the organization’s direction. Stakeholders acquire opinions and experience various emotions as a result of how change and the communication that comes with it are handled (Lewis 2011). Successful communication will involve stakeholders, resulting in positive sentiments toward the changes being implemented. If the change process begins to fail, it could be due to a variety of factors, one of which is communication. If communication is inadequate in the sense that stakeholders are not involved, the change will not bring positivity to the organization, potentially leading to its failure. If general communication is weak as a result of top management’s unwillingness to speak out about shortcomings, it may alter how stakeholders react and act to their leadership. Communicating even if the change is a failure is critical as a leader because it keeps stakeholders informed and allows them to realize that it is an opportunity to learn and develop from previous failures.

In a written paper of 1,250-1,500 words, evaluate the current forces driving change in your field or industry. As a leader, or considering the role of a leader, assess your organization and evaluate how well it is responding to the forces, and identify where there is a need for change. Develop a vision to inspire this change. Include the following:

Describe your organization, include the organization’s mission, and identify the various stakeholders.
Identify the external and internal forces that drive organizational change in your field or industry. Explain the origin or reason for these internal or external driving forces. Explain how these forces directly affect the viability of your organization.
Choose one of the driving forces. Describe the specific issues this driving force creates, or will potentially create, for your organization or department.
Propose the steps needed for your organization or department to respond to this driving force.
Predict how employees at various levels in the organization will respond to your proposed change initiative.
Develop a vision for change. Describe how this vision correlates with the organization’s mission, and how you will present this vision to internal stakeholders.
Predict how you think your vision will assist internal stakeholders in supporting the change initiative. Identify potential considerations posed by stakeholders, and discuss how you will respond.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.

Also Read: LDR 615 Topic 4 DQ 1 Discuss the importance of a change agent and a guiding team

Organizational Description

In short, it is the University of Texas Medical Branch (UTMB) (UTMB). 1891 saw the establishment of the University of Texas Medical Branch (UTMB) in Galveston as the University of Texas Medical Department (UTMB Health, 2020). The hospital and school buildings that make up today’s campus were originally constructed as a single entity. Since its founding, the system has grown to include not only six hospitals but also an extensive network of community clinics and campus-based specialty and primary care facilities, as well as a total of four educational institutions. The Shriners Hospital for Children and Shriners Hospital for Burns are both affiliated with the organization (UTMB Health, 2020). UTMB’s mission is to improve the knowledge and treatment of diseases and injuries via cutting-edge research, both at the bedside and in the laboratory. The institution is committed to providing high-quality, patient-centered medical treatment while simultaneously helping to shape the field’s future via research, education, and direct patient care (UTMB Health, 2020). “To enhance health for individuals in Texas and around the world by offering innovative education and training, pursuing cutting-edge research and providing the highest quality patient care,” is the overall mission statement of UTMB. UTMB’s stakeholders include medical students, health networks, personnel, healthcare professionals, patients, the local community, the health system, and financiers. All stakeholders are essential to the organization’s long-term and short-term goals and are accountable for implementing the organization’s mission. Creating a Vision for LDR 615’s Change Initiative

Resources

The Heart of Change: Real-Life Stories of How People Change Their Organizations

Read Chapters/Steps 2 and 3 in The Heart of Change: Real-Life Stories of How People Change Their Organizations.

View Resource

Leading Change Through Vision

Read “Leading Change Through Vision,” by Huyer, from Leadership Excellence Essentials (2014).

https://lopes.idm.oclc.org/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=96583824&site=ehost-live&scope=site

What Everyone Gets Wrong About Change Management

Read “What Everyone Gets Wrong About Change Management,” by Anand & Barsoux, from Harvard Business Review (2017).

https://lopes.idm.oclc.or

Change Initiative: Creating Vision – Rubric

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Presentation of Organization

20 points

Criteria Description

Presentation of Organization (Mission, Stakeholders, Driving Forces in the Industry or Field, Viability of Organization, etc.)

5. Excellent

20 points

A description of the organization is provided, including all major details necessary to understanding the mission of the organization and insight into the various organizational stakeholders. Evaluation of organizational viability and driving forces contains strong support and provides clear insight into organizational viability.

4. Good

17.4 points

A description of the organization is provided, including most major details necessary to understanding the mission of the organization and its stakeholders. Evaluation of organizational viability and driving forces provides insight into organizational viability, but evaluation lacks sufficient support and some minor details are missing.

3. Satisfactory

15.8 points

A general description of the organization is provided; some details necessary to understanding the mission of the organization, and its stakeholders are missing. Evaluation of organizational viability and driving forces is incomplete or lacks of support.

2. Less than Satisfactory

14.8 points

An incomplete description of the organization is presented; significant details regarding the mission and stakeholders have been omitted. Evaluation of organizational viability and driving forces is missing or incomplete.

1. Unsatisfactory

0 points

No organizational description is presented.

Analysis of the Effect of Specific Driving Force on Organization or Department

30 points

Criteria Description

Analysis of the Effect of Specific Driving Force on Organization or Department

5. Excellent

30 points

Analysis of specific driving force is logically presented, including all relevant details and strong supporting evidence. Specific organizational or departmental issues resulting from the driving force are clearly discussed. Analysis provides unique insight into the effects of the driving force on the viability of the organization or department.

4. Good

26.1 points

Analysis of specific driving force is presented, including major details and general supporting evidence. Specific organizational or departmental issues resulting from the driving force are discussed.

3. Satisfactory

23.7 points

Analysis of specific driving force is presented, but it lacks details and supporting evidence. Specific organizational or departmental issues resulting from the driving force are generally discussed.

2. Less than Satisfactory

22.2 points

Analysis of specific driving force is presented, but it is incomplete. Specific organizational or departmental issues resulting from the driving force are not discussed.

1. Unsatisfactory

0 points

Analysis of specific driving force and the effect of this force on the organization or department is not presented.

Proposal of Steps for Responding to Change

30 points

Criteria Description

Proposal of Steps for Responding to Change

5. Excellent

30 points

Detailed steps are proposed for responding to change through a clear and logical sequence. A well-developed prediction of stakeholder response to change is presented, with with strong evidence to support claims.

4. Good

26.1 points

Steps are proposed for responding to change through logical sequence. A prediction of stakeholder response to change is presented, with general evidence to support claims.

3. Satisfactory

23.7 points

Some steps are proposed responding to change, but they lack a logical sequence and major detail. A general prediction of stakeholder response to change is presented, but the prediction lacks major detail and evidence to support claims.

2. Less than Satisfactory

22.2 points

A general recommendation for responding to change is referenced, but it lacks specific steps. No prediction of stakeholder response to change is presented, or prediction is vague and lacks supportive evidence.

1. Unsatisfactory

0 points

No steps are proposed to respond to change.

Development of Vision for Change

40 points

Criteria Description

Development of Vision for Change

5. Excellent

40 points

A detailed vision is presented with strong supporting rationale. Vision correlates directly with the mission of the organization. Detailed steps for presenting the vision to all internal stakeholders are presented. Presentation of vision facilitates stakeholder involvement. Overall, vision is strongly conducive to supporting a change initiative.

4. Good

34.8 points

A vision is presented with rationale. Vision correlates with the mission of the organization. Steps for presenting the vison to stakeholders are presented. Overall, vision contains elements conducive to supporting a change initiative.

3. Satisfactory

31.6 points

A vision is presented with some supporting rationale. Vision loosely correlates with the mission of the organization. Steps for presenting the vision to stakeholders are generally presented.

2. Less than Satisfactory

29.6 points

A vision is presented, but it lacks rationale. Vision does not correlate with the mission of the organization, or the mission is not stated. Steps for presenting the vision to stakeholders are incomplete or missing.

1. Unsatisfactory

0 points

No vision is presented.

Evaluation of Stakeholder Response and Considerations to Change and Vision

20 points

Criteria Description

Evaluation of Stakeholder Response and Considerations to Change and Vision

5. Excellent

20 points

A detailed evaluation of stakeholder response to change is presented. Stakeholder considerations to change and proposed vison are clearly identified and discussed in detail; a clear and well-supported plan for responding to these considerations is proposed.

4. Good

17.4 points

A stakeholder evaluation of response to change is presented. Stakeholder considerations to change and proposed vison are discussed; a general plan for responding to these considerations is proposed.

3. Satisfactory

15.8 points

A stakeholder evaluation of response to change is generally presented. Stakeholder considerations to change and proposed vison are generally discussed; no clear plan for responding to these considerations is proposed.

2. Less than Satisfactory

14.8 points

A partial stakeholder evaluation of response to change is presented, but it is incomplete.

1. Unsatisfactory

0 points

No stakeholder evaluation is presented.

Thesis Development and Purpose

14 points

Criteria Description

Thesis Development and Purpose

5. Excellent

14 points

Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.

4. Good

12.18 points

Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose.

3. Satisfactory

11.06 points

Thesis is apparent and appropriate to purpose.

2. Less than Satisfactory

10.36 points

Thesis is insufficiently developed or vague. Purpose is not clear.

1. Unsatisfactory

0 points

Paper lacks any discernible overall purpose or organizing claim.

Argument Logic and Construction

16 points

Criteria Description

Argument Logic and Construction

5. Excellent

16 points

Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.

4. Good

13.92 points

Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative.

3. Satisfactory

12.64 points

Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis.

2. Less than Satisfactory

11.84 points

Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility.

1. Unsatisfactory

0 points

Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources.

Mechanics of Writing (includes spelling, punctuation,

10 points

Criteria Description

Mechanics of Writing (includes spelling, punctuation,

5. Excellent

10 points

Writer is clearly in command of standard, written, academic English.

4. Good

8.7 points

Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech.

3. Satisfactory

7.9 points

Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed.

2. Less than Satisfactory

7.4 points

Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied.

1. Unsatisfactory

0 points

Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used.

Paper Format (use of appropriate style for the major and assignment)

10 points

Criteria Description

Paper Format (use of appropriate style for the major and assignment)

5. Excellent

10 points

All format elements are correct.

4. Good

8.7 points

Appropriate template is fully used. There are virtually no errors in formatting style.

3. Satisfactory

7.9 points

Appropriate template is used. Formatting is correct, although some minor errors may be present.

2. Less than Satisfactory

7.4 points

Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent.

1. Unsatisfactory

0 points

Template is not used appropriately or documentation format is rarely followed correctly.

Documentation of Sources

10 points

Criteria Description

Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style

5. Excellent

10 points

Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.

4. Good

8.7 points

Sources are documented, as appropriate to assignment and style, and format is mostly correct.

3. Satisfactory

7.9 points

Sources are documented, as appropriate to assignment and style, although some formatting errors may be present.

2. Less than Satisfactory

7.4 points

Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors.

1. Unsatisfactory

0 points

Sources are not documented.

Due Date: 25-Sep-2019

Change Initiative: Creating Vision – Rubric

No of Criteria: 10 Achievement Levels: 5

Criteria

Achievement Levels

Description

Percentage

Unsatisfactory

0.00 %

Less than Satisfactory

74.00 %

Satisfactory

79.00 %

Good

87.00 %

Excellent

100.00 %

Content

70.0

Presentation of Organization (Mission, Stakeholders, Driving Forces in the Industry or Field, Viability of Organization, etc.)

10.0

No organizational description is presented.

Analysis of the Effect of Specific Driving Force on Organization or Department

15.0

Analysis of specific driving force and the effect of this force on the organization or department is not presented.

Analysis of specific driving force is presented, but it is incomplete. Specific organizational or departmental issues resulting from the driving force are not discussed.

Analysis of specific driving force is presented, but it lacks details and supporting evidence. Specific organizational or departmental issues resulting from the driving force are generally discussed.

Proposal of Steps for Responding to Change

15.0

No steps are proposed to respond to change.

Steps are proposed for responding to change through logical sequence. A prediction of stakeholder response to change is presented, with general evidence to support claims.

Development of Vision for Change

20.0

No vision is presented.

A vision is presented with some supporting rationale. Vision loosely correlates with the mission of the organization. Steps for presenting the vision to stakeholders are generally presented.

Evaluation of Stakeholder Response and Considerations to Change and Vision

10.0

No stakeholder evaluation is presented.

A partial stakeholder evaluation of response to change is presented, but it is incomplete.

A stakeholder evaluation of response to change is presented. Stakeholder considerations to change and proposed vison are discussed; a general plan for responding to these considerations is proposed.

Organization and Effectiveness

20.0

Thesis Development and Purpose

7.0

Paper lacks any discernible overall purpose or organizing claim.

Thesis is insufficiently developed or vague. Purpose is not clear.

Thesis is apparent and appropriate to purpose.

Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose.

Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.

Argument Logic and Construction

8.0

Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources.

Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility.

Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative.

Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.

Mechanics of Writing (includes spelling, punctuation,

5.0

Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used.

Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied.

Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed.

Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech.

Writer is clearly in command of standard, written, academic English.

Format

10.0

Paper Format (use of appropriate style for the major and assignment)

5.0

Template is not used appropriately or documentation format is rarely followed correctly.

Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent.

Appropriate template is used. Formatting is correct, although some minor errors may be present.

Appropriate template is fully used. There are virtually no errors in formatting style.

All format elements are correct.

Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style

5.0

Sources are not documented.

Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors.

Sources are documented, as appropriate to assignment and style, although some formatting errors may be present.

1 DQ1

Describe the role of organizational development in contemporary organizations. How does organizational development help organizations prepare for or implement change? Provide an example from your organization.

1 DQ 2

What environmental forces drive organization development in your field or industry? What are the steps successful organizations take when responding to change? Have you experienced forces of change in your work environment? How did the changes affect your organization?

2 DQ1

Why is vision essential to facilitating successful change in an organization? What is the correlation between a leader’s role/vision and a successful change initiative? Describe a vision that you have seen/heard/read/viewed that you felt inspired successful change. How did this vision influence people’s behavior and attitudes toward a major change initiative?

Re: Topic 2 DQ 1

People are constantly on the lookout for high-quality goods and services, and healthcare is no exception. Organizations are required to adapt to new rules and regulations, provide quality and evidence-based care, and meet customer expectations. Healthcare organizations must provide high-quality care while lowering health-care costs. Leaders must adapt their organizations to changing circumstances. Policies that help to improve quality by improving structures can reduce waste, rework, and delays, resulting in lower costs, a larger market share, and a more positive company image (Mosadeghrad, 2014). Healthcare services cannot be uniformed because they differ in terms of what services are provided and who delivers them (Mosadeghrad, 2014). Healthcare leaders must identify patients’ diverse needs and train employees to provide quality care.

It takes a visionary leader to anticipate customer needs and effectively communicate them to employees. Several studies conducted over the years have demonstrated the effectiveness of transformational and charismatic leadership in organizational change (Groves, 2006). A charismatic leader’s vision frequently draws the attention of followers to opportunities for change, fills them with hope, and motivates them to devote their energy to the vision (Groves, 2006).

One successful change initiative in our organization was to improve patient mobility at the hospital in order to avoid complications caused by immobility. Every patient in the telemetry unit was supposed to be out of bed by 10 a.m. The hospital administration provided the staff with lift equipment in order to effect the changes. Champions from the team were identified as role models for bringing about change. Employees were educated on the importance of using lift equipment to protect themselves from injury. Some people were initially skeptical of the changes, but once they saw how the changes benefited not only patients, but also staff, they were eager to support them.

The leaders were able to effectively communicate the changes to the staff, and they chose the right people to be the agents of change.

References

Groves, K. S. (2006). Leader emotional expressivity, visionary leadership, and organizational change. Leadership & Organization Development Journal, 27(7), 566–583. https://doi-org.lopes.idm.oclc.org/10.1108/01437730610692425

Mosadeghrad, A. M. (2014). Factors influencing healthcare service quality. International Journal of Health Policy and Management, 3(2), 77. https://doi-org.lopes.idm.oclc.org/10.15171/ijhpm.2014.65

2 DQ 2

According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. Discuss the relevance of this statement for organizations growing and responding to change. What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

1 DQ1

CLAUDIA

Kaiser Permanente’s organizational development is focused on a comprehensive strategy towards improving community health. The organization is composed of family-oriented medical centers with a good-nature work environment. The culture embraces trust, loyalty, competence, and integrity.

The strategy includes creating a culture of health that encompasses a leadership team keeping the employees engaged. This approach allows the organization to support its employee’s behavior, reduce overall costs, and increases job satisfaction.

The organizations mission is to provide high-quality, affordable health care services and to improve the health of its members and the community. Their determination of the organization is not only to provide healthcare but also to establish minimum healthcare standards in the world. Their vision is to collaborate with people to help them thrive and creating communities that are among the healthiest in the nation. Their core values are patient centered care, evidence-based medicine, measurement and accountability, and innovation.

The organizations healthcare workers from different professional backgrounds collaborate with patients, families, caregivers, and communities to deliver the highest quality of care. Kaiser Permanente’s interprofessional collaboration is to reach beyond the healthcare sector and engage stakeholders in finance, business, energy, conservation, education, and public policy. Kaiser created a publicly available Community Health Needs Assessment database that makes it possible to identify and map the environmental and social problems and opportunities across the United States. The organization works with numerous NGO partners to improve community benefit investments at supporting active transportation and strengthening local food systems to name a few. The organization uses data to understand and research the health obstacles that their organization and local communities are facing as well as communities across the nation. All these changes are made possible by incorporating skilled nurses from different fields of expertise to play a vital role and allowing them to take part in decision making and stakeholders to the improvements in healthcare within the organization, community, and nation.

References

Kaiser Permanente. (2021). Center for health research. Funding Research. https://research.kpchr.org/About/Funding

Mission & History. (2010). Kaiserpermanentejobs.org. https://www.kaiserpermanentejobs.org/mission-and-history/

Due Date: Sept 14

1 DQ 2

Due Date: Sept 16

2 DQ1

Due Date: Sept 21

2 DQ 2

Due Date: Sept 23

3 DQ 1

Compare and contrast two different change models. What leadership approach would you use to implement your preferred model? Why?

Due Date: Sept 28

3 DQ 2

What is “disruptive change,” and how is this different from “incremental change?” How does disruptive change affect an organization? Provide an example.

Due Date: Sept 30

4 DQ 1

Discuss the importance of a change agent and a guiding team. What is the purpose of each, and what traits make them successful?

Due Date: Oct 4

4 DQ 2

Discuss two strategies that can be used for leading change. How do these strategies increase stakeholder support and create momentum for a change initiative to be successful? Why might you want to consider including the most vocal critic of the change initiative in your guiding team?

Due Date: Oct 7

5 DQ 1

Explain how successful communication is used throughout a change process to convey vision and strategies to stakeholders. What may be occurring with the communication process if the change process begins to fail?

Due Date: Oct 12

5 DQ 2

Why is effective and frequent communication so critical to a successful change effort? Describe either a good or a bad example of this from your organization or one that you have studied. Describe how the communication affected the various stakeholders affected by the change effort.

Due Date: Oct 14

Course Code Class Code Assignment Title Total Points
LDR-615 LDR-615-O500 Change Initiative: Creating Vision 200.0

Criteria Percentage Unsatisfactory (0.00%) Less than Satisfactory (74.00%) Satisfactory (79.00%) Good (87.00%) Excellent (100.00%)
Content 70.0%
Presentation of Organization (Mission, Stakeholders, Driving Forces in the Industry or Field, Viability of Organization, etc.) 10.0% No organizational description is presented. An incomplete description of the organization is presented; significant details regarding the mission and stakeholders have been omitted. Evaluation of organizational viability and driving forces is missing or incomplete. A general description of the organization is provided; some details necessary to understanding the mission of the organization, and its stakeholders are missing. Evaluation of organizational viability and driving forces is incomplete or lacks of support. A description of the organization is provided, including most major details necessary to understanding the mission of the organization and its stakeholders. Evaluation of organizational viability and driving forces provides insight into organizational viability, but evaluation lacks sufficient support and some minor details are missing. A description of the organization is provided, including all major details necessary to understanding the mission of the organization and insight into the various organizational stakeholders. Evaluation of organizational viability and driving forces contains strong support and provides clear insight into organizational viability.

Analysis of the Effect of Specific Driving Force on Organization or Department 15.0% Analysis of specific driving force and the effect of this force on the organization or department is not presented. Analysis of specific driving force is presented, but it is incomplete. Specific organizational or departmental issues resulting from the driving force are not discussed. Analysis of specific driving force is presented, but it lacks details and supporting evidence. Specific organizational or departmental issues resulting from the driving force are generally discussed. Analysis of specific driving force is presented, including major details and general supporting evidence. Specific organizational or departmental issues resulting from the driving force are discussed. Analysis of specific driving force is logically presented, including all relevant details and strong supporting evidence. Specific organizational or departmental issues resulting from the driving force are clearly discussed. Analysis provides unique insight into the effects of the driving force on the viability of the organization or department.

Proposal of Steps for Responding to Change 15.0% No steps are proposed to respond to change. A general recommendation for responding to change is referenced, but it lacks specific steps. No prediction of stakeholder response to change is presented, or prediction is vague and lacks supportive evidence. Some steps are proposed responding to change, but they lack a logical sequence and major detail. A general prediction of stakeholder response to change is presented, but the prediction lacks major detail and evidence to support claims. Steps are proposed for responding to change through logical sequence. A prediction of stakeholder response to change is presented, with general evidence to support claims. Detailed steps are proposed for responding to change through a clear and logical sequence. A well-developed prediction of stakeholder response to change is presented, with with strong evidence to support claims.

Development of Vision for Change 20.0% No vision is presented. A vision is presented, but it lacks rationale. Vision does not correlate with the mission of the organization, or the mission is not stated. Steps for presenting the vision to stakeholders are incomplete or missing. A vision is presented with some supporting rationale. Vision loosely correlates with the mission of the organization. Steps for presenting the vision to stakeholders are generally presented. A vision is presented with rationale. Vision correlates with the mission of the organization. Steps for presenting the vison to stakeholders are presented. Overall, vision contains elements conducive to supporting a change initiative. A detailed vision is presented with strong supporting rationale. Vision correlates directly with the mission of the organization. Detailed steps for presenting the vision to all internal stakeholders are presented. Presentation of vision facilitates stakeholder involvement. Overall, vision is strongly conducive to supporting a change initiative.

Evaluation of Stakeholder Response and Considerations to Change and Vision 10.0% No stakeholder evaluation is presented. A partial stakeholder evaluation of response to change is presented, but it is incomplete. A stakeholder evaluation of response to change is generally presented. Stakeholder considerations to change and proposed vison are generally discussed; no clear plan for responding to these considerations is proposed. A stakeholder evaluation of response to change is presented. Stakeholder considerations to change and proposed vison are discussed; a general plan for responding to these considerations is proposed. A detailed evaluation of stakeholder response to change is presented. Stakeholder considerations to change and proposed vison are clearly identified and discussed in detail; a clear and well-supported plan for responding to these considerations is proposed.

Organization and Effectiveness 20.0%
Thesis Development and Purpose 7.0% Paper lacks any discernible overall purpose or organizing claim. Thesis is insufficiently developed or vague. Purpose is not clear. Thesis is apparent and appropriate to purpose. Thesis is clear and forecasts the development of the paper. Thesis is descriptive and reflective of the arguments and appropriate to the purpose. Thesis is comprehensive and contains the essence of the paper. Thesis statement makes the purpose of the paper clear.

Argument Logic and Construction 8.0% Statement of purpose is not justified by the conclusion. The conclusion does not support the claim made. Argument is incoherent and uses noncredible sources. Sufficient justification of claims is lacking. Argument lacks consistent unity. There are obvious flaws in the logic. Some sources have questionable credibility. Argument is orderly, but may have a few inconsistencies. The argument presents minimal justification of claims. Argument logically, but not thoroughly, supports the purpose. Sources used are credible. Introduction and conclusion bracket the thesis. Argument shows logical progressions. Techniques of argumentation are evident. There is a smooth progression of claims from introduction to conclusion. Most sources are authoritative. Clear and convincing argument that presents a persuasive claim in a distinctive and compelling manner. All sources are authoritative.

Mechanics of Writing (includes spelling, punctuation, 5.0% Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is used. Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied. Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. Writer is clearly in command of standard, written, academic English.

Format 10.0%
Paper Format (use of appropriate style for the major and assignment) 5.0% Template is not used appropriately or documentation format is rarely followed correctly. Appropriate template is used, but some elements are missing or mistaken. A lack of control with formatting is apparent. Appropriate template is used. Formatting is correct, although some minor errors may be present. Appropriate template is fully used. There are virtually no errors in formatting style. All format elements are correct.

Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style 5.0% Sources are not documented. Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. Sources are documented, as appropriate to assignment and style, and format is mostly correct. Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.

Change Initiative: Creating Vision

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