assignment 1 using a change model in this module and in your readings you were introduced to several models of change and the philosophies and frameworks on which they were based you were also made aware of the different types of challenges that cause

Assignment 1:

Assignment 1: Using a Change Model

In this module and in your readings, you were introduced to several models of change and the philosophies and frameworks on which they were based. You were also made aware of the different types of challenges that cause resistance to change strategies. In this module’s discussion, you will analyze a change model of your choice and evaluate its merits and applicability. For this discussion, use the context of your current (or previous) organization or that of an organization with which you are familiar.

Tasks:

Identify a change model that you might employ if you were a change leader in your organization and were about to implement a change initiative.

Research challenges to organizational change and the change model of your choice. Use resources from professional literature in your research. Professional literature may include the Argosy University online library resources; relevant textbooks; peer-reviewed journal articles; and websites created by professional organizations, agencies, or institutions (.edu, .org, or .gov).

On the basis of your research and experience, in a minimum of 400 words, respond to the following points:

• Identify a model and explain why you chose this model, comparing its merits against its shortcomings. Include a discussion on how you might adjust for or mitigate the shortcomings.
• Through research, find a case example where your chosen change model was used in a real-world situation. Describe and evaluate its success or failure in bringing about change.
• Conclude with your thoughts on whether the case example cemented your choice or caused you to start considering another model. Explain.

In this module and in your readings, you were introduced to several models of change and the philosophies and frameworks on which they were based. You were also made aware of the different types of challenges that cause resistance to change strategies. In this module’s discussion, you will analyze a change model of your choice and evaluate its merits and applicability. For this discussion, use the context of your current (or previous) organization or that of an organization with which you are familiar.

Tasks:

Identify a change model that you might employ if you were a change leader in your organization and were about to implement a change initiative.

Research challenges to organizational change and the change model of your choice. Use resources from professional literature in your research. Professional literature may include the Argosy University online library resources; relevant textbooks; peer-reviewed journal articles; and websites created by professional organizations, agencies, or institutions (.edu, .org, or .gov).

On the basis of your research and experience, in a minimum of 400 words, respond to the following points:

• Identify a model and explain why you chose this model, comparing its merits against its shortcomings. Include a discussion on how you might adjust for or mitigate the shortcomings.
• Through research, find a case example where your chosen change model was used in a real-world situation. Describe and evaluate its success or failure in bringing about change.
• Conclude with your thoughts on whether the case example cemented your choice or caused you to start considering another model. Explain.

Module 4 Overview

Resistance to Change

Many factors can contribute to organizational change, including shifting markets, technological and competitive pressures, and the introduction of new legislation. In the previous module, you explored the various levels of organizational changes that are dependent on the amount of change or risk an organization wants to take. You learned about the different levels of issues associated with the various change processes.

You also examined the impact of team dynamics and organizational culture on change, as well as the impact of internal and external influencers such as politics. From that information, you discovered that these issues contribute to the overall acceptance of or resistance to proposed changes.

In this module, you will examine several models of change and the assumptions and philosophical approaches that guide each model. You will also review some of the challenges associated with organizational change, such as resistance, conflict management, communication barriers, and individual and organizational defense mechanisms. A successful change leader fully understands all these elements in order to effectively bring about change.

It is important to develop procedures for informing employees as soon as possible as to what their future status will be with the organization if the change is implemented. They need to be made aware how they will be affected by the change and what type of adjustments they need to make to support the change.

Keeping employees informed about change may reduce their resistance by decreasing their apprehension about their future status with the organization. This approach can aid in increasing trust among employees in formal and informal organizations. It is essential for the organization to strive to keep employees focused on the reason for the change.

By having employees involved in the change process from the beginning, some organizations are able to implement change a lot more smoothly by reducing resistance. It is crucial to understand that if the employees’ self-interest is threatened, resistance to change is likely to occur.

Employees are apt to resist change if they believe that they will lose something of value if the change is implemented. If they have this perception, then the sustainability of the organization becomes less important than their own interest. This is why it is very important to evaluate and recognize issues that may develop resistance to change in employees.

If individual behaviors and attitudes are not considered, individuals might feel that they are not being heard and destructive conflict can develop. Therefore, it is important to understand that employees’ feelings and attitudes about change are crucial and should be considered when implementing change.

Defense Mechanisms

As mentioned in a previous module, change is constant in almost all organizations. Associated with organization change, feelings of tension, stress, and anxiety can often occur. Sigmund Freud described that during times of stress and anxiety, humans subconsciously employ a range of defense mechanisms to handle the tension associated with these situations (McLeod, 2009).

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Basically, defense mechanisms are prevalent ways that individuals use to cope with unpleasant activities that can also be brought forth because of being introduced to change. Change can often initiate anxiety or insecurity, which can trigger these different mechanisms.

Reference:

McLeod, S. A. (2009). Defense mechanisms. Retrieved fromhttp://www.simplypsychology.org/defense-mechanisms…

Conflict Management

Conflict can be positive or negative, and in either case, there is normally a certain amount of stress involved. Conflict must be managed very quickly because if it is allowed to be drawn out, it can get out of hand and become extremely destructive. However, if managed correctly, it can be turned into constructive conflict.

Change and Sabotaging Behaviors

Leaders must be aware that when they are trying to implement change, some individuals will try and cause conflict by trying to divert attention away from the change. It is important to understand that there are some people who will actually attempt to sabotage the change process. It would behoove leaders to keep individuals focused on the root cause of the problem and the positive action that might be implemented to resolve the problem.

Benefits of Constructive Conflict

Constructive conflict can be far different from destructive conflict. Constructive conflict moves people toward mutually acceptable goals. Constructive conflict can improve the quality of decisions, stimulate creativity and innovation, and assist in organizational effectiveness.

One of the most effective ways to develop constructive conflict is to try and maintain open, honest, and clear communication. This can help to develop trust and reach the real source of the problem, while at the same time developing cooperation to implement change.

Steps for Managing Conflict

It is best to try and handle conflict in a systematic or step-by-step manner, as follows:

1. It is important to try and define the problem while trying to maintain harmony. Trying to define the root source of the problem is by far one of the most difficult aspects of the entire conflict management process.
2. Try and hear people out and try to allow them to express all of their concerns and issues one at a time.
3. Create options for solutions that can possibly satisfy the needs of the individuals and those of the organization.
4. Attempt to develop agreements that are fair as this may prevent additional conflict.

Communication

Quality communication is essential in resolving conflict and in implementing change. One of the main reasons for resistance to change is often a lack of communication. The organization needs to establish a clear vision for change and communicate that vision to the employees.

Avoid the “Rumor Mill”

If employees are resistant to change, the leader should explain how the changes will impact them, including the benefits and the challenges. This will help gain trust and begin the process of buy-in and employee action.

When change activities are not communicated clearly, conflicting information may arise, which can cause employees to receive mixed signals. Once this happens, a rumor mill can develop and cause additional conflict that can lead to misunderstanding, conflict, and resistance.

Increase Cooperation and Buy-In

Communication and collaboration are essential for developing synergy among teams and uniting the organization for change. Open communication will increase the clarification and cooperation necessary to reduce the resistance to implementing change. Communication is important in the initial phases of change as it will create a mutual understanding about the change and increase employee buy-in.

Effective communication can foster positive conditions and create a commitment to the change. If the communication is clear, it has a greater possibility of success. If not, some of the employees will resist the change. It must be remembered that clear and concise communication must be a priority all through the change process.

Reduce the Negative Influence of Subculture

Most importantly, maintaining clear and concise communication throughout the change process can reduce the possibility of informal groups that may develop their own agenda. This is why Kotter and Cohen (2002) discussed the importance of clear communication throughout the change process.

Reference:

Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard School Business Press.

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Change Models

Different models have been developed to help plan for and implement change. Change has been studied from the conceptual approach, such as “what,” as well as from the process approach of “how.”

The conceptual models of change usually concentrate on content and strategic initiatives. On the other hand, process models focus on the sequence of events necessary to effect organizational change by focusing on the stages and steps of implementation.

Develop Contextual Issues of the Change

Once the need for change and the cause for implementation have been established, the contextual issues of the change can be developed to help evaluate the extent of change that an organization can implement with the resources available. Factors to consider during this process include:

• Readiness of the organization
• Culture of the organization
• Systems issues
• Amount of resistance that might be involved

Communicate the Vision to Employees

Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.

When change is implemented and individuals’ employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.

Plan Strategies and Develop Criteria

Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.

Implement and Monitor

Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.

While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change.

Change Process Models

There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to change.

In general, most process models begin by analyzing the changes needed and identifying the risk and opportunities involved with the change. Also in consideration are the external forces, including competitors and regulations that could have an impact on the implementation and sustainability of the change. No change lasts forever, but the organization should have a good understanding of the life cycle of the change and make sure the return on the investment will be worth the efforts.

Once all of the internal and external factors are considered, then the model for implementation can be decided. When deciding on a model, leaders should consider the capacity and organizational culture of the organization. Are the organizational members independent and able to work on their own, or are they more reliant on direction and supervision? Can the members improvise when needed, or do they need proscribed steps to follow? Once a model is established, the organization can begin to develop a coalition of individuals who can help influence the broader membership and key stakeholders.

While numerous change models have been developed, the ones that have most often been used are the following:

• Lewin’s Three-Step Change Theory
• The Concerns-Based Adoption Model (CBAM)
• Kotter’s Eight-Step Model for Change
• Senge’s System Thinking Approach

Each of these models is guided by assumptions and a philosophical approach. Additionally, each model assumes change is a process that extends over a period of time and is manageable. Each model also involves a state of disequilibrium, which results in the need for change; however, assumptions about differentiated human responses to and through change vary according to the model.

The key points of each model are as follows:

• According to Kurt Lewin, change occurs when there is a shift in the state of equilibrium or status quo. The interaction between change-inducing and change-inhibiting forces causes disequilibrium and ultimately a crystallization of attitudes following change (Change Management Consultant website, n.d.).
• The CBAM views change as the introduction of an innovation in an organization, the use of which depends on stages of individual concern that run along a continuum from a stage at which the individual is either unaware of the innovation or not concerned about it to a stage where an individual expresses alternatives to the innovation or refocuses (SEDL website, n.d.).
• According to Kotter and Cohen (2002), positive change involves a pattern of see, feel, and change and occurs through an eight-step process that approaches organizational change pragmatically.
• According to Senge (1990), an organization is a complex whole comprised of independent but interrelated parts. Change results when one component affects one or more of the others.

References:

Change Management Consultant website. (n.d.). Kurt Lewin 3 phases change theory universally accepted change management. Retrieved from http://www.change-management-consultant.com/kurt-l…

Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard School Business Press.

SEDL website. (n.d.). Concerns-based adoption model (CBAM). Retrieved from http://www.sedl.org/cbam/

Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. New York, NY: Double Day Business.

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Change Drivers

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Systems Thinking

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Systems thinking focuses on understanding how the different organizational components within a system interact with one another. Therefore, when implementing changes, systems thinking focuses on the impact of the change on the entire organization (system). It forces leaders to think about the impact on the larger system and encourages them to plan for unintended consequences of the change.

Consider how difficult it is to develop a game schedule for the National Basketball Association (NBA) or the National Football League (NFL). The games occur in arenas where there are other activities occurring through the year. The scheduling is a very complex task that requires systemic thinking and consideration of the interdependent parameters, such as whether it would be a home or a road game, whether the arena would be indoors or outdoors, whether the arena would be shared or single team, and what holidays and special events would be occurring at the same time. In regular, nonsystemic situations, one can analyze a situation by breaking it into components to see the issues and what the solutions might be. However, when the problem is systemic (whether closed or open system), change leaders must be prepared to bring into account a very large number of issues that are dependent upon each other.

It only takes one change in a complex system to cause numerous other adjustments. Therefore, when an organization decides to introduce a change at one point in a system, the change can cause problems in areas that were not associated with the change.

One of the major benefits of systems thinking is the fact that it forces the leaders to look beyond simple analysis and immediate solutions. It prepares them to go through all of the “what if” scenarios and can help them resolve complex problems.

Systems thinking assists in the development of criteria to evaluate the outcomes of the change. With systems thinking, the leader would not only look at the effectiveness of the change but also take into account all of the intended and unintended relationships and outcomes.

Summary

Change is both necessary and intimidating, and within an organization, learning how to successfully manage change is imperative for survival. Many factors can drive the need for organizational change. Similarly, organizational responses to change also come in many forms, for example, in the form of employees adopting different defense mechanisms or actively resisting change as per varying degrees of understanding and self-interest.

In this module, you looked at several models that can guide and lead change: Lewin’s model, Kotter’s model, Senge’s model, and the CBAM. Each model is guided by a set of assumptions and a philosophical approach.

Here are the key points you covered in this module:

• Resistance is an organizational response to a demand for change from inside or outside the organization. Just as change is a complex phenomenon, resistance is an equally complex phenomenon arising from a variety of causes.
• Unless it is effectively addressed, resistance impedes or distorts healthy change. It can also negatively affect the change effort and the change leader. Therefore, it is imperative for organizational leaders to be aware of and examine the root of employees’ resistance and defense mechanisms.
• To implement and effect lasting organizational change, investigate the different change models available to help guide and lead change. Each of the change models assumes change is a process that extends over a period of time and that it is manageable. Each model also involves a state of disequilibrium, which results in the need for change; however, assumptions about differentiated human responses to and through change vary according to the model.
• Systems thinking allows you to focus on understanding how different components of a system interact with one another. Therefore, when you are implementing change, it forces you to evaluate how a change may reverberate throughout the system because it allows for an examination of “what if” scenarios.

 

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