Including Choice into Change Models via Scared So What
Year: 2025
Type: dissertation
Abstract: Change management models and leadership styles are not a one size fits all approach. This project shows how I was able to embrace aspects of Wilkinson’s (2006) Generative leadership style through ambiguity and create my own change management model. Setting out with a clear vision, and creating my own model, as a strategy (Kotter 2012) reflects a leadership vs management style to ultimately help my sales team to learn how to navigate their feelings and emotions through personal change scenarios. SCARED SO WHAT is the first bespoke personal change model designed to help people learn to manage change for themselves and others. It incorporates a persons ability to accept, reject, and be caught in confusion from a change situation. Initially It was designed to help my sales team and leadership in successfully launching a new sales academy for our cruise brands in the Royal Caribbean Group. It is when a much larger, unexpected change process occurred in the middle of this project, that this model began to help employees and myself in navigating the change process in a much simpler, easy to understand way. At the end of this research project, I have uncovered favorable recommendations for the SCARED SO WHAT model and believe that it has a future in helping people around the world in navigating personal change. “Change is constant – how you navigate the change makes it bearable and achievable” (Van Ulbrich, 2020).
Author: Van Ulbrich, Grant
Institution: Middlesex University London
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W6912060237
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