Competency Evaluate: Different Change Management Models

Competencyevaluate Different Change Management Modelsinstructionsgain

Research at least two organizations that have had similar issues and successes during a change management process. For this assignment, write a 2-3 page analysis of the problems and the change models that were implemented to address each organization's problems. Next, you will compare and contrast the change models used. Provide an overview of the issues that each organization faced. Include an example of at least three similarities and three differences between each change model. The paper should include an APA formatted cover page and reference page. The paper should include at least two peer-reviewed sources, such as journal articles from the Rasmussen Library.

Paper For Above instruction

Change management is a vital aspect of organizational development that ensures smooth transitions during periods of change, whether driven by internal initiatives or external pressures. Understanding different models of change management enables leaders to select appropriate strategies tailored to their specific organizational contexts. This paper examines two organizations that faced similar challenges during their change processes, explores the change models employed, and analyzes their similarities and differences.

Organization A: A Healthcare Provider's Transition to Electronic Health Records (EHR)

The first organization is a large healthcare provider that experienced significant operational disruptions during the transition from paper-based records to Electronic Health Records (EHR). The primary issues included resistance from staff, concerns over data privacy, and disruption in patient care continuity. To address these challenges, the organization adopted Kotter’s 8-Step Change Model, which emphasizes creating urgency, building guiding coalitions, developing a vision, and anchoring changes within the culture. The model provided a structured approach that helped garner leadership support, communicate effectively, and facilitate staff engagement in the change process.

Organization B: A Manufacturing Company's Shift to Lean Production

The second organization is a manufacturing company that aimed to implement lean production principles to improve efficiency and reduce waste. Similar to Organization A, the company faced resistance from employees concerned about job security and the fear of workflow disruptions. The organization utilized Lewin’s Change Management Model, which involves three stages: unfreeze, change, and refreeze. This model enabled the company to prepare employees for change, implement new practices systematically, and solidify the new workflows into the organizational culture.

Comparison of Change Models

Both models aimed to facilitate smooth transitions and minimize resistance; however, they differ in scope and approach. Three similarities include:

  • The emphasis on the importance of leadership and communication to influence organizational change.
  • An acknowledgment of the necessity to prepare the organization before implementing change.
  • The goal of embedding the change into organizational culture to ensure sustainability.

Conversely, three differences are evident:

  • Kotter’s model is more detailed, comprising eight steps that provide a comprehensive roadmap, whereas Lewin’s model simplifies change into three broad stages.
  • Kolter’s approach places a stronger emphasis on creating a sense of urgency and building guiding coalitions, while Lewin’s focuses primarily on the preparation and reinforcement phases.
  • The timeframe for change implementation varies, with Kotter’s model often suited for complex, large-scale change, and Lewin’s model more appropriate for smaller or incremental reforms.

Conclusion

Understanding and choosing the appropriate change management model is crucial for organizational success. In the cases examined, both Kotter’s and Lewin’s models provided effective frameworks, yet their applicability depends on organizational size, scope of change, and cultural readiness. Leaders must assess their specific circumstances to select the most suitable model, ensuring that change initiatives are effectively managed and sustainable in the long term. Future change efforts can benefit from integrating elements from both models to address complex challenges more holistically.

References

  • Burnes, B. (2017). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 54(4), 532-560.
  • Kotter, J. P. (1996). Leading change. Harvard Business School Press.
  • Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci.
  • Palmer, I., Dunford, R., & Akin, G. (2011). Managing organizational change: A multiple perspectives approach. McGraw-Hill Education.
  • Cameron, E., & Green, M. (2012). Making sense of change management: A Complete Guide to the Models, Tools, and Techniques of Organizational Change. Kogan Page.
  • Appelbaum, S. H., Habashy, S., Malo, J.-L., & Shafiq, H. (2012). Back to the future: Reconsidering Kotter’s 8-step change model. Journal of Management Development, 31(8), 764-782.
  • Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361-386.
  • French, W. L., & Bell Jr., C. H. (1999). Organization development: Behavioral science interventions for organization improvement. Prentice Hall.
  • Beer, M., & Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133-141.
  • Hussain, S., & Sultan, N. (2010). Change management models: A comparative study. International Journal of Business and Management, 5(3), 213-220.

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