Select One Of The Following Tools: The Nine Steps In Ackerma

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Select one of the following tools: the nine steps in Ackerman and Anderson’s roadmap for change

Discuss 1) how a leader could use this tool in guiding an organizational change, 2) review several peers’ posts, and 3) respond to two peers who chose different tools, discussing similarities and differences. Your initial post should be at least 200 words, supported by examples or scholarly resources, and include proper citations. Respond to at least two classmates by Day 7.

Paper For Above instruction

Organizational change is a complex and multifaceted process that requires effective leadership and strategic planning. Ackerman and Anderson’s nine-step roadmap for change provides a structured sequence that guides leaders through the essential phases of managing change, ensuring a comprehensive approach that addresses both technical and human dimensions of change initiatives. A leader can utilize this model to systematically plan and implement change by aligning organizational goals with the appropriate steps, thereby reducing resistance and increasing the likelihood of success.

The nine steps include establishing a sense of urgency, creating a guiding coalition, developing a vision and strategy, communicating the change vision, empowering broad-based action, generating short-term wins, consolidating gains to produce more change, anchoring new approaches in the culture, and continuously improving. For example, in leading a digital transformation, a leader might start by establishing a sense of urgency by highlighting market pressures and competitive threats. Next, they would form a coalition of influential stakeholders to guide the change effort. Clear vision and strategy are then communicated to all employees to foster alignment and buy-in.

This model emphasizes early wins to maintain momentum, a critical factor for stakeholder engagement and morale. Leaders can use the step of 'empowering broad-based action' to remove obstacles, such as outdated systems or resistance from middle management. Throughout, the leader must maintain consistent communication and reinforce the new behaviors to embed the changes within organizational culture.

Compared to other models like Kotter’s eight-step process or Lewin’s change model, Ackerman and Anderson’s roadmap offers detailed guidance on sustaining change, which is crucial for long-term success. Leaders applying this model can ensure that change initiatives are not just one-time projects but are integrated into the ongoing evolution of the organization.

Reviewing peers’ posts provides an opportunity to understand diverse perspectives and application contexts. For example, some may compare Ackerman and Anderson’s steps with Kotter’s model, noting similarities such as the emphasis on creating a guiding coalition or communicating the vision. Others might highlight differences, such as Ackerman and Anderson’s focus on embedding change into culture, which aligns with organizational development principles.

Responding to peers who chose different tools—such as the five dimensions of leading and managing change or the three components of organizational change—reveals how these frameworks overlap or differ. For instance, while Ackerman and Anderson focus on detailed steps, Cummings and Worley’s five dimensions encompass strategic, structural, cultural, and operational aspects, providing a broader organizational perspective. Recognizing these differences helps in tailoring leadership strategies to specific organizational contexts, ensuring a more effective change process.

References

• Ackerman, C., & Anderson, L. A. (2010). Handbook of Organizational Change and Development. Sage Publications.
• Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
• Hiatt, J. M. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci Research.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Luecke, R. (2003). Managing Change and Transition. Harvard Business School Publishing.
• Burnes, B. (2017). Managing Change (7th ed.). Pearson.
• Hayes, J. (2018). The Theory and Practice of Change Management. Palgrave Macmillan.
• Nelson, D. L., & Quick, J. C. (2013). Organizational Behavior: Science, Theories, and Practices. South-Western Cengage Learning.
• Weick, K. E., & Quinn, R. E. (1999). Organizational Change and Development. Annual Review of Psychology, 50, 361-386.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.

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