LDR 615 Change Initiative Creative Vision Essay

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.

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 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.

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.

No organizational description is presented.

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.

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

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

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.

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.

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.

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.

No steps are proposed to respond to change.

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.

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 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, 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.

No vision is presented.

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.

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

No stakeholder evaluation is presented.

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

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 apparent and appropriate to purpose.

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

Paper lacks any discernible overall purpose or organizing claim.

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

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

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.

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

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

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

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.

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.

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.

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

All format elements are correct.

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

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

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

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

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

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

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

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

Sources are not documented.

A Sample Answer 3 For the Assignment: LDR 615 Change Initiative Creative Vision Essay

Title: LDR 615 Change Initiative Creative Vision Essay

A vision incorporates seeking a change amongst an organization while acknowledging how it impacts the future along the developmental process (Kotter & Cohen, 2012). It would be unusual to find an organization that does not have a vision statement. And as leaders, we must not only understand the upcoming vision but also be able to see the vision (vision statement) of the organization. Delicate planning and implementing is crucial to enacting a change within an organization. This cannot be accomplished with a weak leader that is able to spark the staff’s interest and open their eyes to the vision. It is our duty to set the attitude for change and control the urgency of the vision to deter from personal vendettas (Kotter & Cohen, 2012). Within the operating room, we are analyzed as a unit and organization over many numbers; turn over times, surgical site infections, first case on time starts, Alpha and Bravo traumas, etc. One that gets harped on are first case on time starts, followed closely by turn over times (wheels out to wheels in of next patient).

Initially, the organization had asked for 75% first case on time starts and we are sitting at 92% which is a huge success. It would not have been possible without a vision from our new Director of Surgical Services. I am still inspired by the break down of the original process, new system initiative, hesitancy turned into excitement of the staff and the success of one small vision in the grand scheme of a larger one; “Above all else, we are committed to the care and improvement of human life.” By ensuring that our patients get in the room on time for their surgical procedure sets the tone for the day for that patient, their family, our staff and the patients left to follow. As a more engaged leader for the next vision (turn over time), I am eager to take the previous success and gather another, which will be even more helpful with my knowledge from our readings and discussions here in this class!