Change Initiatives Using The Ashford University Library Find

Change Initiativesusing The Ashford University Library Find An

DQ #1: Change Initiatives Using the Ashford University Library, find an article that reviews an organizational change initiative. Summarize the article and discuss the successes and failures of the change process. Analyze the strategies used for the change process and why they were a success or failure. Use concepts found in our text to support your points. DQ #2: Images of Managing Change This week’s lecture and assigned resources provide us with six images of managing change and each of the images is based on differing assumptions. Select two of the images. Evaluate each image and then compare and contrast the role that the images play within the change process.

Paper For Above instruction

The process of organizational change is a complex and multifaceted phenomenon that requires careful planning, execution, and evaluation. Through research accessible via the Ashford University Library, I identified a scholarly article that critically examines a specific organizational change initiative within a healthcare organization. This initiative aimed to implement a new electronic health record (EHR) system across multiple departments, intending to improve patient safety, streamline workflows, and enhance data accuracy. The article provides a comprehensive overview of the change process, highlighting key strategies, successes, and setbacks encountered during implementation.

According to the article, the change initiative was driven by top management support and a clear vision for modernization and improved patient outcomes. A phased approach was employed, starting with pilot testing in select departments before a wider rollout. This strategic staging allowed the organization to address unforeseen issues early and refine training and support mechanisms. One of the notable successes was the significant reduction in documentation errors and improved data retrieval times, which contributed to better patient care and operational efficiency. The initiative also fostered staff engagement through continuous communication and involvement in decision-making processes, aligning with Kotter’s change model, which emphasizes creating a guiding coalition and generating short-term wins to maintain momentum (Kotter, 1996).

However, the change process was not without failures. Resistance from some staff members, particularly those uncomfortable with technology or fearing job redundancies, created significant implementation challenges. Inadequate training and technical support further compounded resistance, leading to disruptions and frustration. These failures highlight the importance of comprehensive change management strategies that address the human side of change, including effective communication, sufficient training, and ongoing support (Hiatt, 2006). Despite these setbacks, the organization’s leadership was able to adapt strategies by increasing engagement and providing targeted assistance, which eventually contributed to a more successful adoption phase.

Key strategies that contributed to the eventual success included transformational leadership, participation, and reinforcement. Transformational leaders motivated staff by articulating a compelling vision and demonstrating commitment. Participation strategies, such as involving representative user groups in system customization and rollout planning, helped increase buy-in and reduce resistance. Reinforcement mechanisms, including ongoing feedback loops and recognition of early adopters, helped sustain momentum and normalize the change. These approaches align with Lewin’s change model, highlighting the importance of unfreezing existing attitudes, implementing change, and refreezing new practices (Lewin, 1951).

In contrast, analyzing the failure points reveals that neglecting individual concerns and underestimating the complexity of technological change predictably hampers success. For example, resistance rooted in fear and uncertainty was inadequately addressed in the initial phases, underscoring the need for comprehensive change communication. Moreover, insufficient training led to user frustration, which compromised confidence and compliance, illustrating the importance of robust support systems.

Turning to the images of managing change, two notable perspectives are "The Rational-Linear Model" and "The Cultural-Mindset Model." The Rational-Linear Model assumes change follows a logical, step-by-step process, emphasizing planning, analysis, and control mechanisms. Its strength lies in clarity and structure, facilitating predictable outcomes; however, it can oversimplify human and organizational dynamics, leading to resistance if stakeholders feel ignored or forced into change (Burke, 2011). Conversely, the Cultural-Mindset Model prioritizes understanding and influencing organizational culture and collective values, recognizing change as an evolution of shared beliefs and behaviors. This model values participative approaches, fostering ownership, and alignment with core values, often resulting in more sustainable change (Schein, 2010).

In comparing these models, the Rational-Linear approach tends to be top-down, control-oriented, and focused on tangible results. Its applicability is high in structured settings or technical projects. Meanwhile, the Cultural-Mindset approach is more bottom-up, emphasizing the social and emotional dimensions of change, making it effective in complex or resistant environments. Both models play essential roles in managing change; the Rational-Linear model provides strategic clarity, while the Cultural-Mindset model emphasizes human engagement and cultural alignment. Their integration often produces more holistic and effective change strategies, addressing both technical and human factors.

In conclusion, successful change initiatives depend on a well-balanced approach that considers strategic planning, leadership, and the human dimension. Recognizing the strengths and limitations of different models and strategies enables organizations to navigate change more effectively. The integration of structured processes with cultural sensitivity fosters sustainable change, reduces resistance, and promotes a collective commitment to organizational transformation.

References

• Burke, W. W. (2011). Organizational change: Theory and practice. Sage Publications.
• Hiatt, J. (2006). ADKAR: A model for change in business, government and our community. Prosci.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Lewin, K. (1951). Field theory in social science. Harper & Row.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 8-step change model. Journal of Management Development, 31(8), 764–782.
• Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293–315.
• Cameron, E., & Green, M. (2012). Making sense of change management: A complete guide to the models, tools, and techniques. Kogan Page.
• Robinson, D., & Judge, T. A. (2019). Organizational behavior (18th ed.). Pearson.
• Pettigrew, A. M. (1987). Completing the Enquiry: Complementary methods for research in strategy. Journal of Management Studies, 24(4), 447–468.