ASSIGNMENT 4.1

Once the vision for the change has been developed, the leaders should communicate the vision to employees. The vision should be clearly articulated, including how the change will impact the employees. This can be difficult when the change will have a negative impact on employees, but it is better for employees to understand the change than to be in the dark.

When change is implemented and individuals' employment is affected, it may be best for leaders to hold off and not communicate any reductions in force until it is necessary for the employees to know. Any change in employee status can be hard for everyone, including the employees who are staying. Both groups of employees need careful communication and support while going through the transitions.

Plan Strategies and Develop Criteria

Once the reason for the change has been communicated, implementation strategies should be considered. This is an opportunity for the leadership to involve the workforce as the workforce can be instrumental in developing the implementation strategies. As the implementation strategies are being formed, how the outcomes would be measured should be considered. How will an organization know when the change is finished and successful? If the organization includes outcome measures (e.g., increase in market share and decrease in costs) in its planning, it will help those implanting the change to know what constitutes success.

Implement and Monitor

Change can then be implemented, monitored, and managed to ensure that sequential steps are taken and continuous feedback is available.

While there are several steps for managing and monitoring change, most change processes will follow this type of model. On the other hand, conceptual models of change emphasize the mental constructs and sense making of the change

Change Process Models

There are several change models that can be used to implement a change effort. The process models are often used because they provide leaders and organizations with a sequential approach to change.

In general, most process models begin by analyzing the changes needed and identifying the risk and opportunities involved with the change. Also in consideration are the external forces, including competitors and regulations that could have an impact on the implementation and sustainability of the change. No change lasts forever, but the organization should have a good understanding of the life cycle of the change and make sure the return on the investment will be worth the efforts.

Once all of the internal and external factors are considered, then the model for implementation can be decided. When deciding on a model, leaders should consider the capacity and organizational culture of the organization. Are the organizational members independent and able to work on their own, or are they more reliant on direction and supervision? Can the members improvise when needed, or do they need proscribed steps to follow? Once a model is established, the organization can begin to develop a coalition of individuals who can help influence the broader membership and key stakeholders.

While numerous change models have been developed, the ones that have most often been used are the following:

· Lewin's Three-Step Change Theory

· The Concerns-Based Adoption Model (CBAM)

· Kotter's Eight-Step Model for Change

· Senge's System Thinking Approach

Each of these models is guided by assumptions and a philosophical approach. Additionally, each model assumes change is a process that extends over a period of time and is manageable. Each model also involves a state of disequilibrium, which results in the need for change; however, assumptions about differentiated human responses to and through change vary according to the model.

The key points of each model are as follows:

· According to Kurt Lewin, change occurs when there is a shift in the state of equilibrium or status quo. The interaction between change-inducing and change-inhibiting forces causes disequilibrium and ultimately a crystallization of attitudes following change (Change Management Consultant website, n.d.).

· The CBAM views change as the introduction of an innovation in an organization, the use of which depends on stages of individual concern that run along a continuum from a stage at which the individual is either unaware of the innovation or not concerned about it to a stage where an individual expresses alternatives to the innovation or refocuses (SEDL website, n.d.).

· According to Kotter and Cohen (2002), positive change involves a pattern of see, feel, and change and occurs through an eight-step process that approaches organizational change pragmatically.

· According to Senge (1990), an organization is a complex whole comprised of independent but interrelated parts. Change results when one component affects one or more of the others.

References:

Change Management Consultant website. (n.d.). Kurt Lewin 3 phases change theory universally accepted change management. Retrieved from http://www.change-management-consultant.com/kurt-lewin.html

Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard School Business Press.

SEDL website. (n.d.). Concerns-based adoption model (CBAM). Retrieved from http://www.sedl.org/cbam/

Senge, P. M. (1990). The fifth discipline: The art & practice of the learning organization. New York, NY: Double Day Business.

Change Drivers

Let’s look at a list of change drivers that impacted theoretical foundations.

1941

N. E. Miller’s and J. Dollard’s Social Cognitive Theory or Social Learning Theory proposes that behavior results from and is affected by observations, personal factors, personal attributes, and environmental influences.

1951

K. Lewin suggested that behavior is a dynamic balance of forces working in opposing directions, with driving forces facilitating change and restraining forces hindering change.

1958

R. Lippitt, J. Watson, and B. Westley expanded on Lewin's model, positing that change would be more stable and better rooted if it is spread to relevant subparts of an affected system or to other related systems.

1977

A. Bandura’s self-efficacy theory suggests that behavior is planned based on perceived control over opportunities, resources, skills, etc.

1983

J. Prochaska and C. DiClemente suggested that people go through a cyclical pattern when experiencing change. They can opt to exit the spiral or continue to establish change, which also accounts for relapses to previous behaviors.

1990s

P. Senge’s systems theory and learning organizations views organizations in a continuously dynamic state, adapting and improving.

2000s

Globalization and technology; change is primarily influenced by fast expansion and development of technology.