Selecting Change Models For Short- And Long-Term Business

Selecting Change Models for Short-term and Long-term Business Transformation

Assume you are the Sales and Marketing Director for Sea Treasures, a small group of retail stores specializing in exotic sea life and high-end accessories for aquariums. The company faces declining sales, shrinking customer base, and imminent store closures within a year if no innovative action is taken. You propose creating an internet website to sell inventory of aquarium decorator items in the short term, with plans to expand to sell live sea creatures like tropical fish and small sea turtles within six months as a long-term, large-scale change. This transition confronts employee resistance, technological challenges, and shipping logistics. Based on this scenario, select appropriate change models for both the short-term and long-term initiatives. Explain your rationale for each choice, discuss the expected impacts on employees, managers, and executives, and cite credible sources to support your decisions.

Paper For Above instruction

Introduction

In today’s rapidly evolving retail landscape, traditional brick-and-mortar stores are increasingly vulnerable to declining foot traffic and competition from online platforms. Sea Treasures, a store specializing in exotic sea life and aquarium accessories, exemplifies a typical small business facing such challenges. To remain operational and competitive, strategic change management becomes essential. This paper analyzes suitable change models for two phases of transformation: a short-term initiative to create an online storefront for inventory sales and a long-term expansion to include live aquatic animals. Selecting and implementing appropriate change models can facilitate a smoother transition, reduce resistance, and align organizational goals with market demands.

Short-Term Change Model and Rationale

For the immediate goal of establishing an online platform to sell aquarium décor, the Lewin’s Change Management Model (Lewin, 1951) offers a practical approach. Lewin’s model consists of three stages: unfreezing, changing, and refreezing. The unfreezing stage involves preparing the organization for change by addressing employee resistance and communicating the need for digital transformation. During the changing phase, new processes—such as website development, inventory listing, and customer service protocols—are introduced. The refreezing stage solidifies these new practices, making online selling a core part of operations.

The simplicity and clarity of Lewin’s model make it ideal for short-term initiatives. It emphasizes clear communication, creating a sense of urgency, and gradually embedding new behaviors, which are essential when overcoming resistance in a small organization (Cameron & Green, 2019). Moreover, Lewin’s model allows for quick action and evaluation, aligning well with Sea Treasures’ urgent need to distance itself from declining physical stores.

The rationale for choosing Lewin’s model lies in its straightforward structure, suitability for small-scale interventions, and focus on employee engagement. By unfreezing current routines, implementing the website, and stabilizing the change, the company can minimize disruption and foster buy-in from employees and managers. Resistance may be mitigated through involvement, transparency, and training—all encouraged by Lewin’s framework.

Long-Term Change Model and Rationale

For the long-term expansion to include live sea creatures online, the Kotter’s 8-Step Change Model (Kotter, 1998) is most appropriate. Kotter’s model provides a comprehensive framework for managing complex, large-scale transformations over an extended period. Its steps—creating a sense of urgency, building guiding coalitions, developing and communicating a vision, empowering employees, generating short-term wins, consolidating gains, and anchoring new approaches—are designed to sustain momentum and induce deep organizational change.

The long-term nature of expanding product offerings beyond décor necessitates significant cultural shifts, technological investments, and operational adjustments. Kotter’s emphasis on leadership and communication ensures that all organizational members are aligned and committed to the vision. Furthermore, this model facilitates overcoming resistance through continuous engagement, early wins, and institutionalizing new behaviors, which are critical in large-scale changes (Appelbaum et al., 2012).

The rationale for selecting Kotter’s model stems from its detailed, step-by-step approach suited for extensive change processes. It promotes a sense of urgency, involves employees at all levels, and embeds new practices into the organizational culture, which is vital for ensuring the sustainability of the long-term transformation.

Impact on Employees, Managers, and Executives

The implementation of these change models will inevitably influence organizational stakeholders differently.

Employees: During the short-term change, employees may face uncertainty regarding job roles and workflow adjustments. Applying Lewin’s model, involving employees early and providing targeted training can alleviate fears and foster a sense of participation. Resistance may surface if communication is lacking, but clear pathways for feedback can mitigate this. In the long term, the more comprehensive Kotter’s approach ensures continual engagement, which helps employees adapt to ongoing technological and operational changes. Encouraging ownership and recognizing quick wins are vital in maintaining motivation.

Managers: Managers play a pivotal role in guiding teams through change. In the short term, using Lewin’s model, managers must facilitate communication, manage resistance, and support staff during transitions. For the long-term phase, Kotter’s model requires managers to lead coalitions, communicate the vision effectively, and sustain momentum. Proper training in change leadership and strategic planning will empower managers to act as change champions (Carnall, 2018).

Executives: At the executive level, adopting Lewin’s model provides a rapid framework for initiating change, demonstrating commitment, and setting expectations. For long-term transformation, Kotter’s model guides strategic visioning and resource allocation, aligning organizational goals with external market opportunities. Executives must lead by example, fostering a culture open to innovation and continuous improvement.

Anticipated Challenges and Mitigation Strategies: Resistance from staff, technological hurdles, and logistical complexities are probable. Structured communication plans, inclusive participation, and phased implementation can ease these issues. Recognizing and celebrating milestones will reinforce commitment across all levels.

Conclusion

Strategic selection and deployment of appropriate change models are pivotal for Sea Treasures’ successful transition into online retailing. Lewin’s model offers an effective approach to managing the immediate need for a digital storefront, emphasizing communication, participation, and stabilization. Meanwhile, Kotter’s 8-Step Change Model provides a comprehensive framework for the expansive, long-term growth into live aquatic animals, fostering cultural change and sustained leadership. Thoughtful application of these models will ease the organizational transition, minimize resistance, and position Sea Treasures for renewed growth and relevance in the competitive online marketplace.

References

Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: A review of contemporary research on change management. Journal of Management Development, 31(8), 764-804.

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.

Carnall, C. (2018). Managing change in organizations. Routledge.

Kotter, J. P. (1998). Leading change. Harvard Business Review Press.

Lewin, K. (1951). Field theory in social science. Harper & Brothers.

Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci.

Burnes, B. (2017). Kurt Lewin: The father of modern social psychology. Journal of Change Management, 17(4), 273-287.

Hayes, J. (2018). The theory and practice of change management. Palgrave.

Clarke, S. (2017). Change management in practice. Prosci.

Whetten, D. A., & Cameron, K. S. (2016). Developing management skills. Pearson Education.