Evidence of knowledge acquisition Organizations have to accept change in order to grow and flourish and be advantageous. Firm support systems and clear communication within the personal and organizational realms helps individuals to embrace change rather than fear it. Speaking of organizational change, change catalysts set the goals to be lucid and coherent so that change can be smooth and effortless. In personal circumstances as well as in organizations the change catalysts ensure that the changes are explicit in order to execute the transformation. For example, the individuals involved in the transformation should be made aware of the changes and how to best manage and cope with them. When adjustments and revisions are implemented and carried out in an effective fashion people respond better to the change and are encouraged to follow through. Change is all about communication and recruiting individuals to help execute and perform whatever the change may be in an admirable manner is crucial. As a change catalyst, this competency is about promoting and encouraging strategic creation of the change and smooth implementation in order to execute it successfully. Whether it is in personal relationships or in the organizational realm, success and profitability are the results of effective transformation. Change is not a one-time condition but rather change happens continuously and can only be achieved by building a strong foundation and ensuring the changes are crystal clear as well as the benefits that come from accepting the transformation. Interpretation of knowledge Leaders are often judged on how they react and respond to change, which makes being a change catalyst that much more important. Responsibility and stewardship are required in order to foster change; change catalysts do not only encourage change, rather they serve as a model or an exemplary of how it should be done. Saying that change needs to take place is easier said than done; the actions behind the transformation are what make organizations and relationships grow and prosper. Change catalysts do more than just improve or refine a relationship or company; catalysts focus on development and long-term growth. Change catalysts are comfortable with taking risks and utilizing their strengths and modeling skills to show others the benefits and advantages of change. With respect to my scholarship in the MAiL program, my courses have taught me that change catalysts exhibit a sense of urgency. Leaders who foster change do not sit back and wait for the magic to happen. Leaders jump at the chance to assemble a means of transformation that will be a blessing and will serve as a valuable asset to everyone in the organization. Change catalyst leaders do not make excuses when something goes wrong but rather they own their actions and move forward by becoming a part of the solution instead of contributing to the problem. In order to foster a positive view of change, catalysts do not dwell on the past; leaders focus on what is in front of them and take action when they know a difference can be made. Application of knowledge Change has never been easy for me and I have often feared the repercussions of it. Transformation happens everywhere and learning to embrace it is like learning to ride a bicycle without training wheels. Change can be terrifying at times and I champion it by taking baby steps. Living a life of inflexibility sets people back and moving forward becomes impossible. Fearing change could be due to being deprived of control or possessing concerns of uncertainty and incompetence. I have discovered through writing my personal development plan in LDRS 510 and 516 that change needs to be faced with a backup plan; in other words, if something does not work out then there are other options to pursue. This is how I venture through life, by creating different plans for myself in the event my objective or plan for change should fall apart. In the MAiL program I have grasped that smart leaders leave room for options; they do not jump into change and not have an understanding of what the consequences will be. As a prospective leader, I try to consider the aftermath of change and transformation and what that will look like before I embrace it. I have resisted change for years because my life was one hardship after another. However, learning about various change catalysts and reading books about transformation has made me realize that my past mistakes cannot stop me from transforming my future and being able to take risks. I am aware of the fact that change is not about getting to the endpoint but rather it is about enduring and embracing the journey of change. When I know what the consequences or repercussions are I can better gauge what change will look like along the way. Therefore, I welcome change in a more positive way because the concept of change catalyst is to not dwell on the past or fear what the effects of transformation will be but to understand the aftereffects. Acceptance is a word I would use to describe change catalyst due to the fact that great leaders accept that with change comes more work and more sacrifices to be made. When I consider the idea of change I think of it as I am relinquishing my disgraced past in order to obtain a brighter and more positive future. I am at a point where people who have known me for a while will say they applaud me for always considering the consequences of change. I desire to be a change catalyst that does not stay down when I fall or when something does not go as planned. Throughout my program I have been inspired with the concept that it is not about my plan failing but how I pick myself up that people notice about me as well as how I continue to blossom as I become accustomed and used to change. Overall, as a change catalyst I strive to challenge myself and develop resources to be utilized when change does sneak up on me. In the organization in which I work there is constant change that I am made aware of through evaluations and mass emails from the company. One way I have learned to accept the changes is by means of adaptability and knowing that transformation is about modifying and becoming acclimated to a new vision. I continuously think about the fact that even though I am going through change, I do not have to fear it because I can adapt to the change when I can comprehend how the transformation will effect me. Creation of new knowledge As I continue to grow in the Master’s in Leadership program, as a change catalyst I realize that I alone cannot make change happen. Transformation occurs when individuals get together and work as a team. The means by which I intend to pursue growth as a catalyst is by surrounding myself with positive people who will bring ideas and concepts to the forefront that will help me to better gauge what the change will look like. One aspect of change catalyst that I yearn to make progress in is to have faith in my plan and, as I mentioned above, to have other options as well as the ability to modify my existing plan if need be. Following the S.M.A.R.T. criteria, I alluded to the ‘specific’ category when I spoke of the teamwork that needs to take place and why positive relationships must be formed in order to execute change. Recruiting supportive and affirmative people makes room for honest and reciprocating relationships where the individuals support and assist each other. Goals involving transformation should be practical and pragmatic; when setting aspirations to promote change there should always be a thought-out objective where the intent is clear and the results are realistic. As I move forward in my organization as well as in my personal life any plan of revision I face will include a goal to work toward and well thought-out incentives and motivations to get the change up and running. Acknowledging the ‘why’ and ‘how’ aspects of transformation are crucial. For example, it is imperative to keep in mind that with any change that comes my way there is a reason attached to it. Part of my life purpose is to open myself up to other alternatives and accept the results the change should bring. Therefore, I hope to inspire others to the do the same, which is an important aspect of being a change catalyst.