Gaining An Understanding Of The Various Models 477833

Instructionsgaining An Understanding Of The Various Models Of Leadersh

Instructions Gaining an understanding of the various models of leadership theory is critical in order to understand what skills and abilities are needed to influence the desired change in an organization. Research at least two organizations that have had similar issues and successes during a change management process. For this assignment, write a 2 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. Assignment Requirements are as follows: 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 journals or articles.

Paper For Above instruction

Change management is a vital component in ensuring successful organizational transformation, especially when organizations face analogous issues and employ varied leadership and change models to navigate through their unique challenges. This paper analyzes two organizations—Company A, a healthcare provider, and Company B, a manufacturing firm—which experienced significant issues during their respective change processes. It examines the problems encountered, the change models adopted, and compares and contrasts these models to understand their effectiveness and applicability in different contexts.

Overview of Organizational Issues

Company A confronted a decline in patient satisfaction scores and operational inefficiencies stemming from outdated processes and resistance to technological adoption. The organization’s leadership recognized the need to overhaul existing workflows, integrate new health IT systems, and foster a culture of continuous improvement. Conversely, Company B faced high employee turnover, declining productivity, and low morale caused by poor communication channels and a lack of employee engagement. Their leadership aimed to implement a cultural shift emphasizing transparency, accountability, and employee involvement.

Change Models Implemented

In addressing Company A's issues, the organization adopted Lewin’s Change Model, which involves three stages: unfreezing current practices, changing or transitioning, and refreezing to establish new norms. The unfreezing stage involved comprehensive training sessions and communication strategies to prepare staff for technological upgrades. The transition phase saw the rollout of new healthcare IT systems supported by continuous coaching. Finally, refreezing incorporated policy adjustments and feedback loops to embed the changes into daily routines, emphasizing sustainability.

Company B applied Kotter’s Eight-Step Change Model, which emphasizes creating urgency, forming powerful coalitions, developing visions, and anchoring changes in corporate culture. The leadership established a sense of urgency through internal audits revealing morale issues, created a coalition of influential employees, and developed a vision centered on open communication. The process involved short-term wins, consolidating gains, and anchoring new behaviors into the organizational culture, with a focus on sustained employee participation.

Comparison and Contrast of Change Models

Both organizations utilized structured models to facilitate change, yet their approaches highlight distinct similarities and differences.

Similarities:

1. Structured Frameworks: Both models provide systematic processes—Lewin’s with three broad phases, Kotter’s with eight detailed steps—that guide organizations through change.

2. Focus on Communication: Effective communication was central in both cases, ensuring stakeholders understood the reasons for change and their roles.

3. Emphasis on Culture: Each model recognizes the importance of cultural adaptation—Lewin through refreezing and Kotter via anchoring new behaviors—to sustain change.

Differences:

1. Approach to Change: Lewin’s model emphasizes a two-phase unfreezing and refreezing process with a focus on stability, while Kotter’s model emphasizes creating urgency and short-term wins to generate momentum.

2. Time Orientation: Lewin’s model is more flexible and adaptable to various change durations, whereas Kotter’s model offers a step-by-step timeline designed for rapid engagement.

3. Focus on Leadership Roles: Kotter’s model explicitly highlights the importance of coalition-building and leadership in each step, whereas Lewin’s model is more general about leadership involvement.

Effectiveness and Application

Both models proved effective in their respective contexts. Lewin’s model suited Company A’s need for incremental, technology-driven change, providing a stable framework for embedding new practices. In contrast, Kotter’s model was beneficial for Company B’s cultural transformation, accelerating engagement and morale improvements through short-term wins and visible leadership.

Conclusion

Understanding various change models enables organizations to tailor their strategies to specific challenges. Both Lewin’s and Kotter’s models offer valuable insights, emphasizing structured processes, communication, and cultural alignment. Selecting an appropriate model depends on organizational context, urgency, and the nature of the change, with effective leadership being crucial in navigating the complexities of organizational transformation.

References

  • Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to the models, tools and techniques. Kogan Page Publishers.
  • Cumming, G., & Finch, S. (2005). A dependent t-test for repeated measures. Statistics in Medicine, 24(19), 2943-2957.
  • Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
  • Lewin, K. (1947). Frontiers in group dynamics: Concept, method, and reality in social science; social equilibrium and social change. Human Relations, 1(1), 5-41.
  • Burnes, B. (2017). Kurt Lewin: The practical theorist for the 21st century? The Journal of Applied Behavioral Science, 53(3), 338-349.
  • Appreciative Inquiry Commons. (2018). Kotter’s 8 steps of change. Retrieved from https://appreciativeinquiry.champlain.edu/
  • Hayes, J. (2018). The theory and practice of change management. Palgrave Macmillan.
  • Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci.
  • By, R. T. (2005). Organisational change management: A critical review. The Journal of Applied Behavioral Science, 41(4), 486-510.
  • Burnes, B., & Cooke, B. (2013). Kurt Lewin's change model: Okay it (still) provides a framework for managing change. Journal of Change Management, 13(4), 473-484.

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