Choose one chapter (Chapter 2 Images of Change Management) from reading, and use the journal area to reflect on how this reading impacted you, how it was thought-provoking, how it spoke to a current or past organizational situation the student/you has encountered, etc.

-Don't summarize the reading in question. -Is required to make two substantive entries in their journals.

-The purpose of the journal is to help the writer develop as individuals and to reflect on their roles and responsibilities within the particular organizational contexts in which they participate.

-Good journal entries reflect on and explore the intersection of three things: the material from the reading, an organizational setting with which you are familiar, and your own practice of the material.

Following below is the link to textbook (Chapter 2 Images of Change Management):

https://www.researchgate.net/profile/Andrey-Vinajera-Zamora-2/post/Do-you-have-expertise-relating-to-Organizational-Change/attachment/5bec5f4a3843b0067544c9cd/AS%3A692924761255936%401542217545377/download/Managing_organizational_change_a_multipl.pdf

Third Edition Managing Organizational Change A Multiple Perspectives Approach lan Palmer . Richard Dunford . David A. Buchanan Mc Graw Hill Education Managing Organizational Ch44 of 465 Chapter Images of Change Management Learning objectives By the end of this chapter you should be able to: (Ke}rJP Evaluate the use that different authors make of the terms change agent, change ge ag g manager, and change leader ({elr#) Understand the importance of organizational images and mental models (oY Compare and contrast six different images of managing change and change P 9 ging 9 g managers (KoY Explain the theoretical underpinning of different change management images ({elF Xy Apply these six images of managing change to your personal preferences and approach, and to different organizational contexts WHAT CAN WE DO ABOUT THIS LEADERSHIP COURSE? | DON'T KNOW WHAT 0O YOU THINK? ISN'T THERE ANYONE WE COULD ASK? 31 32 Chapter 2 Images of Change Management What''s in a Name: Change Agents, Managers, or Leaders? This chapter focuses on those who drive and implement change. We first consider how those individuals are described, and then explore different ways in which their roles can be understood. This is not just a theoretical discussion. An understanding of orga- nizational change roles has profound practical implications for the way in which those roles are conducted. And if you are in a change management role, now or in future, the way in which you understand your position will affect how you fulfill those responsi- bilities and whether you are more or less successful. The use of terms in this field has become confused, and we first need to address this problem. Do the terms change agent, change manager, and change leader refer to differ- ent roles in relation to organizational change? Or are these labels interchangeable? For most of the twentieth century, the term change agent typically referred to an exter- nal expert management consultant who was paid to work out what was going wrong in an organization and to implement change to put things right. This model is still in use. In the United Kingdom, if your hospital is in financial difficulties, the national regulator, Moni- tor, will appoint a \"turnaround director\" (external expert change agent with a fancy job title) to sit on your board of directors and tell you how to cut costs and restore financial balance. External change agents do not all work like that. Many adopt the \"process consul- tation approach popularized by Edgar Schein (1999). Here, the role of the \"expert\" is to help members of the organization to understand and solve their own problems. Today, a change agent is just as likely to be a member of the organization as an external consultant. The term is now often used more loosely. to refer to anyone who has a role in change implementation, regardless of job title or seniority. Given the scale and scope @ researchgate.net www.CartoonStock.com