Research The Various Change Models Used By Organizations ✓ Solved

Research The Various Change Models Used By Organizations Today After

Research the various change models used by organizations today. After assessing these models, create a change model conducive to your field, and that will work within your organization's culture. This model should serve to implement a strategic process that can help your organization integrate a change and respond to the internal or external driving forces that affect organizational success. Create a visual representation of your model using a graphic organizer of your choice (flow chart, concept map, etc.). The design of your model will be unique and relevant to your organization, based on a critical analysis of its culture and behavior.

However, your model must demonstrate the necessary steps for realistic implementation. Your model will be assessed on the quality of strategic implementation you design, the support you present for your model, and inclusion of the following concepts: Methods to evaluate the need for change, Approach and criteria for choosing individuals or teams necessary for a change initiative, Communication strategies, Strategies to gather stakeholder support and overcome resistance, Implementation strategies, Sustainability strategies.

Once you have created your model, prepare a 15-20 slide PowerPoint presentation to present your model and demonstrate how this model is relevant to your organization and why it will work well within your organization's culture.

In conclusion, discuss why this model will lead to sustainable change when most change initiatives fail. You will utilize this change model for your final paper. Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

Sample Paper For Above instruction

Introduction

Change is an inevitable component of organizational growth and adaptation. Effective change management models are essential for organizations to navigate internal and external challenges successfully. This paper reviews various change models used by contemporary organizations, proposes a tailored change model suitable for a healthcare organization, and discusses its strategic implementation to ensure sustainability and effectiveness.

Review of Existing Change Models

Several models have been widely adopted by organizations including Lewin's Change Management Model, Kotter's 8-Step Change Model, McKinsey 7-S Framework, and the ADKAR Model. Lewin’s model emphasizes unfreezing, changing, and refreezing, suitable for transitioning at a macro level but lacking flexibility for rapid change (Lewin, 1947). Kotter's model offers a step-by-step approach emphasizing urgency, coalition-building, and anchoring changes in organizational culture (Kotter, 1998). The McKinsey 7-S Framework considers soft and hard elements aligning an organization for change (Waterman et al., 1980). The ADKAR model focuses on individual change readiness, making it useful for managing change at the employee level (Hiatt, 2006).

Critical Analysis of Change Models

Each model presents unique strengths and limitations. Lewin’s model offers simplicity but may overlook continuous change requirements. Kotter's model emphasizes leadership but may be too linear for dynamic environments. The McKinsey framework ensures systemic alignment; however, it may need customization for specific organizational cultures. The ADKAR model is effective for managing resistance but may neglect larger systemic factors. Therefore, a hybrid model integrating these strengths can be more suitable for dynamic healthcare organizations.

Developing a Tailored Change Model for Healthcare

Building upon existing frameworks, I propose a hybrid change model tailored for healthcare organizations—critical for managing rapid technological advances and policy reforms. This model includes stages of diagnosis, stakeholder engagement, strategy formulation, implementation, and sustainability, incorporating elements like comprehensive communication, stakeholder analysis, and resistance management.

Step 1: Assessing the Need for Change

An in-depth organizational diagnosis using surveys, focus groups, and performance metrics will identify gaps and opportunity areas. This step aligns with the model’s emphasis on evaluating internal and external forces impacting healthcare delivery (Cummings & Worley, 2015).

Step 2: Building a Change Team

The selection of multidisciplinary teams based on expertise and influence within the organization ensures diverse perspectives. Criteria include leadership capabilities, change readiness, and stakeholder influence (Armenakis & Bedeian, 1999).

Step 3: Communication and Stakeholder Engagement

Transparent communication strategies including town halls, newsletters, and digital platforms foster trust and buy-in. Stakeholder engagement involves identifying key influencers and utilizing change champions (Kotter, 1997).

Step 4: Implementing Change and Overcoming Resistance

Using phased implementation, continuous feedback loops, and training, the model emphasizes flexibility and responsiveness. Resistance is managed through dialogue, incentives, and addressing concerns proactively (Govindarajan & Srinivasan, 2010).

Step 5: Sustainability and Evaluation

Embedding change into organizational culture involves policy integration, ongoing training, and performance metrics. Evaluation through KPIs like patient satisfaction and operational efficiency ensures continuous improvement (Cameron & Green, 2015).

Visual Representation

A flow chart illustrates this process, starting with organizational diagnosis, moving through team formation, communication, implementation, and sustainability, with feedback loops at each stage to enable iterative improvements.

Conclusion

This tailored change model addresses the unique challenges of healthcare organizations by integrating systematic, human-centric, and adaptable strategies. Its emphasis on inclusive planning, effective communication, resistance management, and sustainability enhances the likelihood of lasting change. When implemented correctly, this model can lead to sustainable improvements, even in environments with high complexity and resistance to change, thus ensuring organizational resilience and success.

References

• 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. (2015). Making sense of change management. Kogan Page Publishers.
• Cummings, T. G., & Worley, C. G. (2015). Organization development and change. Cengage Learning.
• Govindarajan, V., & Srinivasan, R. (2010). Creating a culture of innovation. Harvard Business Review, 88(6), 105-113.
• Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci Learning Center Publications.
• Kotter, J. P. (1997). Leading change. Harvard Business School Press.
• Kotter, J. P. (1998). The heart of change: Real-life stories of how people change their organizations. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method, and reality in social science; social equilibria and social change. Human Relations, 1(1), 5-41.
• Waterman, R. H., Peters, T. J., & Phillips, J. R. (1980). Structure is not organization. Business Horizons, 23(3), 14-26.