Now That The VP Of HR Has Been Briefed On The Results 741189

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Review the Red Carpet scenario for this course and prepare a 5-7 slide PowerPoint presentation that describes your change management recommendations, including the following: Describe the set of steps in the OD Action Research Model, Appreciative Inquiry, and Kotter’s Eight Step Model. What are the pros and cons of each model? Which model should Red Carpet use for its change process and why? Considering the organizational culture of Red Carpet, how will the organization overcome resistance to change? What kinds of communications might be needed

Paper For Above instruction

Introduction

The implementation of organizational change requires a structured approach that considers the unique dynamics of the organization, resistance to change, and effective communication strategies. The company in focus, Red Carpet, faces the task of overseeing change initiatives that may significantly impact its workforce and culture. This paper evaluates three established change management models—Organization Development (OD) Action Research Model, Appreciative Inquiry (AI), and Kotter’s 8-Step Model—analyzing their steps, advantages, and disadvantages, to recommend the most suitable model for Red Carpet. Additionally, strategies to overcome resistance to change, considering organizational culture, and necessary communication approaches are discussed.

The OD Action Research Model

The OD Action Research Model is an iterative, participative process designed to facilitate change through problem identification, data collection, feedback, action planning, and implementation. It involves continuous cycles where stakeholders collaboratively diagnose issues, develop solutions, and evaluate outcomes. The steps include:

  1. Entry and contracting
  2. Diagnosis
  3. Feedback
  4. Action planning
  5. Intervention
  6. Evaluation and institutionalization

Pros:

- Emphasizes participation and collaboration, fostering ownership.

- Adaptive and flexible, allowing customization.

- Focuses on data-driven decisions.

Cons:

- Can be time-consuming.

- May require significant resources and stakeholder commitment.

- Risk of analysis paralysis due to iterative cycles.

Appreciative Inquiry (AI)

AI is a strengths-based approach that focuses on identifying what works well within an organization and leveraging these strengths for change. Its process involves five phases, often called the 5-D cycle:

  1. Define
  2. Discover
  3. Dream
  4. Design
  5. Destiny/Deliver

Pros:

- Builds positive energy and engagement.

- Encourages innovation and creative thinking.

- Less resistance as it concentrates on strengths rather than deficiencies.

Cons:

- May overlook underlying problems.

- Not suitable for crisis or urgent change needs.

- Can be overly optimistic if not balanced with reality.

Kotter’s 8-Step Model

Kotter’s model provides a linear, structured approach to change, emphasizing leadership and urgency. The steps are:

  1. Create a sense of urgency
  2. Build guiding coalitions
  3. Form a strategic vision
  4. Enlist a volunteer army
  5. Enable action by removing barriers
  6. Generate short-term wins
  7. Consolidate gains and produce more change
  8. Anchor new approaches in the culture

Pros:

- Clear, easy-to-follow steps.

- Highlights leadership and communication importance.

- Focuses on creating momentum.

Cons:

- Can be too rigid for complex, evolving environments.

- Implementation depends heavily on leadership commitment.

- Risk of change fatigue if short-term wins are not managed well.

Recommendation for Red Carpet

Considering Red Carpet’s organizational culture, which is typically characterized by dynamic creativity and a collaborative environment, Appreciative Inquiry (AI) appears most suitable. AI’s positive focus aligns with the company’s innovative spirit and can foster greater employee engagement. Its strengths-based approach minimizes resistance and promotes a shared vision for change. However, integrating elements of Kotter’s model—such as establishing urgency and creating quick wins—can enhance momentum and visibility of the change process.

Overcoming Resistance to Change

Red Carpet’s organizational culture emphasizes collaboration and innovation, which can be leveraged to address resistance. Strategies include involving employees early in the process to increase buy-in and ownership, maintaining open and transparent communication, and demonstrating quick wins to build confidence. Recognizing and addressing concerns empathetically reduces fear and uncertainty. Additionally, providing training and support facilitates adaptation and skill development necessary for change acceptance.

Communication Strategies

Effective communication is essential for guiding change. This involves:

- Regular updates via town halls, emails, and meetings to inform employees of progress.

- Listening sessions to gather feedback and address concerns.

- Clear messaging about the benefits of change, aligning with organizational values.

- Using champions or change agents to promote positive reinforcement.

- Visual displays and stories highlighting success to sustain motivation.

Conclusion

Selecting an appropriate change management model is crucial for success. For Red Carpet, Appreciative Inquiry offers a participative, positive framework suited to its culture, promoting engagement and minimizing resistance. Complementing AI with Kotter’s emphasis on urgency and quick wins can create a comprehensive, effective change strategy. Clear communication, early involvement, and addressing resistance empathetically will facilitate a smoother transition, ensuring sustainable organizational growth and innovation.

References

  • Cameron, E., & Green, M. (2019). Making Sense of Change Management: A Complete Guide to the Models, Tools, and Techniques of Organizational Change. Kogan Page Publishers.
  • Cameron, E., & Green, M. (2021). Appreciative Inquiry: A Positive Revolution in Change. Berrett-Koehler Publishers.
  • Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
  • Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
  • Burnes, B. (2017). Managing Change. Pearson Education.
  • Cooperrider, D. L., & Srivastva, S. (1987). Appreciative Inquiry in Organizational Life. Research in Organizational Change and Development, 1, 129-169.
  • French, W. L., & Bell, C. H. (1999). Organization Development: Behavioral Science Interventions for Organization Improvement. Prentice Hall.
  • Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci.
  • Higgs, M., & Rowland, D. (2011). Managing Change Concepts and Practice. Routledge.
  • Waddell, D., & Sohal, A. (1998). Resistance: A Grounded Theory of Organisational Change. Journal of Management Studies, 35(2), 229-251.

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