Running Head: ORGANIZATIONAL CHANGE 1
Organizational Change
Liberty University
BMAL 500
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Organizational Change
I recently worked in a medical facility that was instituting major organizational changes.
The facility was transitioning from a local hospital to a major trauma center. It is a hospital on a
military base for active and retired personnel and their family members, but with this new change
the facility will also be caring for civilian trauma patients from the local area. At the same time
the facility was trying to make these major changes, the government was changing what
organization would facilitate the many contracts for contract personnel assigned to the facility.
In my small area of the hospital we changed from only seeing patients Monday through Friday
and sometimes Saturday from 7 am to 9 pm to Monday through Sunday 24 hours a day. The
employees in my department went home one day and came back to a completely different job.
Everything changed for each person, but there are different classifications of personnel so things
changed depending on the classification. Government services personnel had the same employer
with the same vacation accrual system, new days and hours, would be paid more for second and
third shift work, and would be paid overtime. Contract personnel had a new employer with
different salary and vacation accrual, new human resource policies, new days and hours, no extra
compensation for second and third shift, and no overtime allowance. Trying to get everyone on
board with all the changes would have been difficult even if there was a really good supervisor
leading the charge. Two options that could have been used to guide leaders through this
organizational change are Lewin’s Change Model and Kotter’s Eight-State Organizational
Change Process.
Lewin’s Change Model
One way of instituting organizational change with a committed staff is through Lewin’s
Change Model. This model has a three-step process to initiate, manage and stabilize
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organizational change. The first step is called unfreezing and this is when motivation to change
is created. Convincing employees that there is a good reason to make these changes and getting
them to buy into the idea is crucial to the ease of success. The second step is called changing and
this is where the actual work of learning new processes and procedures comes in. The third and
final step is called refreezing and this is where leadership supports, reinforces and encourages
new attitudes and behaviors towards the new processes [ CITATION Kin18 \l 1033 ]. The role of
leaders in this model is crucial to success when attempting to implement organizational change
[ CITATION Bak17 \l 1033 ].
Kotter’s Eight-State Organizational Change Process
In this process focus is on implementing change in the most effective way. The eight
steps are: establish a sense of urgency to compel change, create the guiding coalition with
enough power to make changes, develop a vision and strategy in order to plan the needed
changes, communicate the change vision so that everyone is on the same page, empower broad-
based action so that staff members get involved, generate short term wins to reward
contributions, consolidate gains and produce more change in order to involve even more staff,
and anchor new approaches in culture by highlighting successes [ CITATION Kin18 \l 1033 ].
Conclusion
Change is inevitable and with the economic competition and changing technologies,
organizations need to be ready to adapt [ CITATION Kah12 \l 1033 ]. Often times people are
resistant to change so organizations should plan to implement change very carefully. Sometimes
people are resistant to change out of fear, but they should not be afraid of change. Joshua 1:9
states, “Have I not commanded you? Be strong and courageous. Do not be frightened, and do not
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be dismayed, for the Lord your God is with you wherever you go” (English Standard Version).
Lewin’s Change Model and Kotter’s Eight-State Organizational Change Process are just two
ways organizations can implement change efficiently.
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References
Bakari, H., Hunjra, A. I., & Niazi, G. K. (2017). How does authentic leadership influence
planned organizational change? the role of employees' perceptions: Integration of theory
of planned behavior and lewin's three step model. Journal of Change Management, 17(2),
155-187. doi:10.1080/14697017.2017.1299370
Fischer, K. P. (2012). A Worldview Perspective on Organizational Behavior. BMAL 500 Audio
Lecture Series. Lynchburg, VA: Liberty University.
Kinicki, A., & Fugate, M. (2018). Organizational Behavior: A Practical, Problem-Solving
Approach. New York: McGraw-Hill Education.
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References
Fischer, K. P. (2012). A Worldview Perspective on Organizational Behavior. BMAL 500 Audio
Lecture Series. Lynchburg, VA: Liberty University.
Kinicki, A., & Fugate, M. (2018). Organizational Behavior: A Practical, Problem-Solving
Approach. New York: McGraw-Hill Education.
Nart, S., Yaprak, B., Yildirim, Y. T., & & Sarihan, A. Y. (2018). The relationship of diversity
management and servant leadership with organizational identification and creativity in
multinational enterprises. Finans Politik & Ekonomik Yorumlar, 55(637), 31-47.
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