Leadership Through Planned and Unplanned Changes: A Comparative Commentary Assessment Answer

Introduction

The purpose of this review is to compare and contrast the findings of two books that deal with different aspects of leadership and the pain that lies beneath. In Article 1 by Tim Schweisfurth and Anne Greul, we find that unexpected disruptions might, in some cases, spur creativity. The commonly accepted assumption that interruptions hinder creativity is contested in this article. On the flip side, leaders in charge of organizational change can benefit greatly from storytelling, as discussed in Article 2 of the Harvard Business Review. In order to assess the significance of these ideas and determine their relevance to professional situations, this commentary will examine and compare them within the broader framework of leadership theories and concepts. A more nuanced understanding of effective leadership in the face of adversity and change is the goal of this investigation. We will accomplish this by carefully reviewing the main points of every article.

Response to Article 1

The research conducted by Tim Schweisfurth and Anne Greul explores the surprising positive effects of unexpected interruptions on creativity. According to their findings, the amount of change proposals submitted by employees at a European consumer goods manufacturing unit surged following a fire at a supplier's premises that temporarily shut down the business. Because workers were able to relax and unwind during the closure, they came up with 58% more ideas and of higher quality than during periods of uninterrupted labor (Harrell, 2023).

The findings cast doubt on the widely held belief that interruptions often impede creative endeavors. The impact of interruptions on creativity, according to Professor Schweisfurth, is proportional to the degree to which they divert attention from the work at hand. As an example, when faced with an unexpected disruption like the factory shutdown, which caused idle time, creative performance enhanced (Schweisfurth and Greul, 2023). On the flip side, interruptions that demand swift action, like a water crisis at the plant, could dampen innovation since people would have to change their attention so quickly.

An in-depth understanding of creativity requires familiarity with the idea of attention residue. Theoretically, brilliant ideas flourish at those rare moments when one's thoughts linger on weighty matters long after one has shifted gears to attend to something else. Examples of this "behind-the-scenes perseverance" include the epiphanies that happen while taking a shower or running errands (Mochi and Madjar, 2018). This insight implies that total disengagement, such as long weekends or vacations, might not have the same creative advantages as other forms of vacation time because of the lack of attention residue.

However, the study does stress the significance of being prepared to take advantage of unanticipated interruptions, even though it does not support the deliberate introduction of such events. Executives should encourage their staff to use idea management systems, which allow users to log thoughts as they occur, and to do it remotely. Using dynamic incentives, including monetary rewards for the effective execution of recommendations, is another way to motivate employees to submit new ideas despite unforeseen interruptions.

Workers in the aftermath of the 9/11 attacks in 2001 encountered emotionally charged interruptions, which the researchers caution against and stress the significance of retaining sensitivity in such situations. Furthermore, the topic of remote work and its possible impact on creativity is briefly mentioned (Mochi and Madjar, 2018). It takes into account the fact that fewer opportunities for attention residue may exist if evening commutes were not an option.

In terms of real-world implications, the study's results suggest that companies should implement active breaks into workers' workdays or provide unannounced mental health days to mimic environments that foster creativity. This lines up with the idea that well-executed disruptions can stimulate inspiration.

Regardless, the authors highlight the significance of thoroughly analyzing the productivity loss that happens during intentional disruptions. Their second piece of advice is for managers to strike a balance between fostering innovation and keeping operations running smoothly (Elliott, 2021). Moreover, cultural differences and changes in labor legislation can affect how interruptions affect creativity, so it is unclear if these findings apply everywhere.

In a nutshell, the study's results contradict common belief by showing that, with good management, unscheduled disruptions might lead to greater creative thinking. These results should act as a cautionary tale to leaders, warning them to be flexible and open to new ideas whenever they arise.

Response to Article 2

The research conducted by Frances X. Frei and Anne Morriss explores the surprising Storytelling That Drives Bold Change. Those in leadership roles must have the ability to handle and steer the ship through planned and unplanned changes. The essay talks about how stories may be a powerful tool for CEOs dealing with important organizational problems (Frei and Morriss, 2023). The fundamental concept asserts that an enthralling story must be written to direct an organization's energy toward transformation and harness its potential.

The authors lay out four key steps for leaders to follow to harness the power of storytelling for successful change programs. To start, leaders need to know their own story inside and out and be able to describe it clearly. The use of a single phrase, "uncarrier," to describe T-Mobile's transformation by CEO John Legere, demonstrates the importance of keeping things simple when expressing a vision (Salmon, 2017). Due to its simplicity, the message will be able to reach a wide audience.

The second stage is to pay respect to the company's past while acknowledging its merits and shortcomings. Doing so is crucial for building trust, especially with people who are reluctant to change. The company's leadership needs to remember the good times and hold on to them, but they should also be honest about the bad times and take responsibility for them. (Dailey, 2021). The article highlights Uber CEO Dara Khosrowshahi's classy recognition of company history as an example of a successful example.

A clear and compelling call to action for transformation is the focus of the third stage. Leaders should consider the "why" behind their plan, clarify the problem they are trying to solve, and emphasize the repercussions of ignoring the problem. Making the need for change very obvious is powerful; Domino's Pizza, which publicly acknowledged customer dissatisfaction and exploited it to spur significant change, is a good example of this.

Creating a constructive and organized plan for the future is the last task. Leaders should dive into the details of their plans with a positive attitude and a methodical approach. The change that Ørsted went through to become a renewable energy provider is an illustration of this approach. The company set a clear goal (85/15) and achieved it in a decade thanks to this shift.

To offer commentary on these important matters, one must first consider their personal experiences and then compare and contrast them with the offered theories and conceptions. Truthful communication, accepting responsibility for one's actions (both good and bad), providing a comprehensive and optimistic vision, and stating the reasons for change clearly and concisely are all skills I have honed during my career (Lindsay B O O K S, n.d.). Furthermore, the challenges of leading through change are consistent with the idea of repeated communication and redundancy to ensure that the material is completely internalized.

The essay goes on to highlight the importance of emotions in transformation narratives, which is often disregarded. Many have discussed the power of positive and negative emotions, such as joy, regret, and annoyance, in the context of sales. There is an emphasis on introspection, and the fact that followers may pick up on a leader's energy levels shows how important emotional intelligence is for leaders.

Incorporating these ideas and concepts into my leadership role has helped me understand the significance of telling an engaging and compelling story, communicating, taking stock of past successes and setbacks, and prioritizing both optimism and rigor in change planning. Furthermore, my ability to connect with people and influence them during transitions will be enhanced by knowing about and mastering the emotional dimensions of leadership.

Conclusion

sIn a nutshell, Article 1 asks what most people think about interruptions and makes the case that random events can be planned to encourage new ideas. While reading Article 2, I became aware of the possible role of narratives in leading corporate change. We can see that emotional intelligence, open communication, and the ability to change are very important when we look at these ideas in the context of larger theories of leadership. Executives must be good at strategically navigating problems and writing engaging stories to see transformational projects through to completion. As a gentle warning, this post is meant to show that to be a great leader, one must be able to change how they lead and what they do base on the situation. Lastly, this collection of writings helps us learn more about how leadership works and how to use what we've learned in professional settings.

References

Dailey, M. (2021). A Leader’s Guide to Storytelling: Restoring Authentic Communication in a World of Change. [online] Google Books. Routledge. Available at: https://books.google.co.in/books?hl=en&lr=&id=TXg-EAAAQBAJ&oi=fnd&pg=PT15&dq=Storytelling+That+Drives+Bold+Change&ots=7q91shewuC&sig=DQ_PSD96Fx82apF2D3AHWjfhaKY&redir_esc=y#v=onepage&q&f=false [Accessed 8 Dec. 2023].

Elliott, S. (2021). The impact of attentional interruptions on creative problem solving. Shareok.org. [online] doi: https://hdl.handle.net/11244/330149.

Frei, F.X. and Morriss, A. (2023). Storytelling That Drives Bold Change. [online] Harvard Business Review. Available at: https://hbr.org/2023/11/storytelling-that-drives-bold-change.

Harrell, E. (2023). Unexpected Interruptions Can Boost Creativity. [online] Harvard Business Review. Available at: https://hbr.org/2023/11/unexpected-interruptions-can-boost-creativity [Accessed 8 Dec. 2023].

Lindsay B O O K S, F. (n.d.). The Seven Pillars of Storytelling. [online] Available at: https://thinkingschool.vn/wp-content/uploads/2018/10/The-Seven-Pillars-of-Storytelling.pdf.

Mochi, F. and Madjar, N. (2018). Interruptions and Multitasking: Advantages and Disadvantages for Creativity at Work. Individual Creativity in the Workplace, pp.103–127. doi: https://doi.org/10.1016/b978-0-12-813238-8.00005-x.

Salmon, C. (2017). Storytelling: Bewitching the Modern Mind. [online] Google Books. Verso Books. Available at: https://books.google.co.in/books?hl=en&lr=&id=VG7nDwAAQBAJ&oi=fnd&pg=PT7&dq=Storytelling+That+Drives+Bold+Change&ots=jRq7d6j8pf&sig=6_IQx6sk-UnFqpnUYdfxjMpiuJU&redir_esc=y#v=onepage&q&f=false [Accessed 8 Dec. 2023].

Schweisfurth, T. and Greul, A. (2023). Unexpected Interruptions, Idle Time, and Creativity: Evidence from a Natural Experiment. Organization Science. doi: https://doi.org/10.1287/orsc.2023.1660.

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