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The purpose of this assignment is to clearly articulate the specific strategies and methods that will be utilized to manage the organizational changes associated with implementing the problem solution you have selected.
Review the “Change Management Matrix” and other study materials to identify which change model you will utilize to manage organizational change. Write 500-750 words in which you explain how you will address the following organizational issues prior to implementing the problem solution you have selected.
Identify the change model you selected and provide a rationale for how this model will be the most effective for managing the organizational change related to your action research project.
Describe how you will create employee buy-in (“What’s in it for me?”) to address the problem using your solution.
Model
Description
Benefits
Limitations
Kotter’s Change
Management Model
Steps to encourge new behaviors
for successful organizational
change
Provides an eight-step actionable
checklist
Lack of measurement processes
and time consuming
Organizational Change
Management Model
Bridges Transition
Model
Strategies for managing the
emotional transitions of change
Includes a step-by-step guide to
foster emotioinal acceptance of
change
Not a framework for operational
change
Organizational Change
Management Model
Rogers’ Tech Adoption Model to define the change
Curve
adoption timeframe
Defines a timeline for workforce
acceptance
Not a framework for operational
change
Organizational Change
Management Model
Kubler-Ross Model
Model based on the emotional
journey – five stages of grief
Most change frameworks address No clear guidance for operational
these stages
change
Individual Change Management
Model
Prosci ADKAR Model
Five step process: Awareness,
Desire, Knowledge, Ability, and
Reinforcement
Rewards individual change in
organizational change process
Individual Change Management
Model
McKinsey Model
Seven structural model that
focuses on a holistic approach to
change
Provides guidance and focuses on Very complex model
the whole organization
Nudge Theory
Method advocating the benefits of Positive reinforecement method to Depends on a custom response to Individual Change Management
behavior modification
drive individual change
each change circumstance
Model
Cumbersome process for large
organizations
Purpose
Organizational Change
Management Model
Additional Insights for Some Models
This model identifies that creating urgency is a critical first step to
initiate change. Other steps, outlined in his book Leading Change,
include: build coalitions and vision, remove obstacles, create short
term “wins,” build on the change, and anchor the change in the
new structure.
Involves three steps that mirror some of the Kubler-Ross model by
recognizing and planning for initial frustration and anger,
impatience and resentment, in their steps. This model recognizes
that change is constant, and the steps include “ending, losing,
letting go,” by creating the “neutral zone” and providing a “new
beginning” – all of which provide structure and are repeatable.
Most organizational change models recognize that it is critical for
“buy-in” to occur, but is difficult, at best. Rogers’ Tech Adoption
Curve illustrates the “lifecycle” of this concept. A bell-shaped curve
shows that adoption starts with the innovators, rises as majoirty of
participants onborad, and finally ends with acceptance by a
reluctant group alled “laggards.” Note; this concept of initial
reluctance is addressed in most models of innovation and change
management.
This model is perhaps best at explaining the human element in
change, while normally used to explain the emotional turmoil
experienced by those who are terminally ill as they adapt to
impending loss. Eventually, elements of shock, resistance,
bargaining, and anger evolve into acceptance and adjustment and
are interpreted in many organizational change methodologies.
Created by Jeffrey Hiatt, this model facilitates change on an
individual level since change is often less about the changes
themselves and more about people’s reactions to them. ADKAR is
an acronym for: Awareness, Desire, Knowledge, Ability, and
Reinforcement. The ADKAR model helps individuals process change
through clearly defined stages that eanable them to both
understand and accept the changes at hand. (*see;
https://www.luicidchart.com/documents/editNewOrRegister/1d87f
cfb-38db-4b4d-bd42-1cbdca427442)
Originated by Tom Peters, Robert Waterman, Richard Pascale, and
Anthony Athos in 1978, this is a change management framework
that focuses on two sides of change: hard and soft. The seven
elements consist of strategy, structure, and systems which are
defined, and shared values, style, staff, and skills which are more
fluid. This model is considered complex and works at aligning and
interrelating the seven elements to provide a process for
continuous realignment.
From a 2008 book, Nudge, is a behavioral concept that encourages
less enforcement and more indirect encouragement as a method
for behavior modification. Like Covey’s “habits,” individuals modify
their response for a better organizational outcome.
Stephen Covey’s
Model
Individual leadership development More leadership within rank and No framework for operational
through adopting better habits
file to drive organizational change change
Individual Change Management
Model
Adapted from Stephen Covey’s The Seven Habits of Highly Effective
People, the methodology is used for both individual and
organizational leadership innovation. Advocating that change must
begin at a personal level, professing that “to do good, you mjust
first be good.” Covey’s system relies on learning effective ways to
modify habits. Covey is quoted as saying, “…we believe that
organizational behavior is individual behavior collectivized.”
Virginia Satir
Model for improving family
relationships
No framework for operational
change
Individual Change Management
Model
Switch Framework
Techniques and examples on three Good overview/stories for
interconnected elements of
modeling change
change
No framework for operational
change
Individual Change Management
Model
Visually similar to Kubler-Ross, this model, developed by a family
counseling pioneer Virginia Satir, also recognizes that a
“breakdown” involving resistance and chaos leads to integration
and a new status quo.
Taken from the book, Switch: How to Change Things When Change
is Hard, is a broadbased transformative method for both personal
enrichment and organizational change. Reisistance (identifiied in
most change methodologies) is defined by the Switch Framework as
a “lack of clarity” that is remedied by good communication. Consult
the book for considerably more detail.
EASIER Model
Six steps – Envision, Activate,
Support, Implement, Ensure, and
Recognize
Checklist on operational and
emotional elements to
organizational change
Relies on leadership effectiveness Organizational Change
and response
Management Model
Is detailed in the book “How to Manage Organizational Change,” by
D.E. Hussey. The acronym stands for Envision, Activate, Support,
Implement, Ensure, and Recognize. The name itself promotes the
idea that change can be made easier through a structured
methodology.
Deming Cycle
An ongoing process advocating
“plan, do, study, and act”
Structured framework for
organizational change
No process to factor emotional
resistance or opposition forces
Organizational Change
Management Model
Developed by Dr. W. Edwards Deming, this is a systematic process
of innovation management, and is also known as Plan, Do, Study,
Act (PDSA). Although, originally created to facilaite TQM (Total
Quality Management) relying extensively on the use of statistical
data, to assist the process of continous improvement to
systematically identify and implement changes. Tending to be
more process oriented and seem to exclude the variance of human
emotional resistance to change.
Lewin’s Model
Three steps – unfreeze, change,
and refreeze process of change
Simples steps to combat emotional No mechanism for ongoing change Organizational Change
resistance and opposition
Management Model
Developed in the 1940s, Kurt Lewin’s easy 3 step model for change
is known as the “unfreeze, change, refreeze” system. In this model,
emphasis is placed on ways to work around resistance through
good communication, “buy-in” at all levels, recognition of the
emotional element of change, and then “cementing” the new
normal. The visual of reshaping an organization like a block of ice
that is melted, remolded, and then frozen again illustrates the
system.
Focus on the family as a unit
rather than individuals
Collapse All
Change Management Plan – Rubric
Change Model for Managing Organizational Change
5 points
Criteria Description
Change Model for Managing Organizational Change
5. 5: Excellent
5 points
Discussion of the change model selected, including how this model will be most
effective for managing organizational change, is through and includes substantial
explanation and supporting details.
4. 4: Good
4.25 points
Discussion of the change model selected, including how this model will be most
effective for managing organizational change, is complete and includes explanation
and supporting details.
3. 3: Satisfactory
3.75 points
Discussion of the change model selected, including how this model will be most
effective for managing organizational change, is included but lacks explanation and
supporting details.
2. 2: Less Than Satisfactory
3.25 points
Discussion of the change model selected, including how this model will be most
effective for managing organizational change, is incomplete or incorrect.
1. 1: Unsatisfactory
0 points
Discussion of the change model selected, including how this model will be most
effective for managing organizational change, is not included.
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Employee Buy-In
5 points
Criteria Description
Employee Buy-In
5. 5: Excellent
5 points
Discussion of methods for creating employee buy-in to address the problem using
the proposed solution is through and includes substantial explanation and
supporting details.
4. 4: Good
4.25 points
Discussion of methods for creating employee buy-in to address the problem using
the proposed solution is complete and includes explanation and supporting details.
3. 3: Satisfactory
3.75 points
Discussion of methods for creating employee buy-in to address the problem using
the proposed solution is included but lacks explanation and supporting details.
2. 2: Less Than Satisfactory
3.25 points
Discussion of methods for creating employee buy-in to address the problem using
the proposed solution is incomplete or incorrect.
1. 1: Unsatisfactory
0 points
Discussion of methods for creating employee buy-in to address the problem using
the proposed solution is not included.
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Resources
5 points
Criteria Description
Resources
5. 5: Excellent
5 points
Discussion of resources needed to implement the solution is through and includes
substantial explanation and supporting details.
4. 4: Good
4.25 points
Discussion of resources needed to implement the solution is complete and includes
explanation and supporting details.
3. 3: Satisfactory
3.75 points
Discussion of resources needed to implement the solution is included but lacks
explanation and supporting details.
2. 2: Less Than Satisfactory
3.25 points
Discussion of resources needed to implement the solution is incomplete or
incorrect.
1. 1: Unsatisfactory
0 points
Discussion of resources needed to implement the solution is not included.
© 2024. Grand Canyon University. All Rights Reserved.
Methods for Addressing Resistance to Change
5 points
Criteria Description
Methods for Addressing Resistance to Change
5. 5: Excellent
5 points
Discussion of methods for addressing employee resistance to change is through
and includes substantial explanation and supporting details.
4. 4: Good
4.25 points
Discussion of methods for addressing employee resistance to change is complete
and includes explanation and supporting details.
3. 3: Satisfactory
3.75 points
Discussion of methods for addressing employee resistance to change is included
but lacks explanation and supporting details.
2. 2: Less Than Satisfactory
3.25 points
Discussion of methods for addressing employee resistance to change is incomplete
or incorrect.
1. 1: Unsatisfactory
0 points
Discussion of methods for addressing employee resistance to change is not
included.
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Mechanics of Writing (includes spelling, punctuation, grammar, language
use)
Criteria Description
Mechanics of Writing (includes spelling, punctuation, grammar, language use)
5. 5: Excellent
2.5 points
Writer is clearly in command of standard, written, academic English.
4. 4: Good
2.13 points
Prose is largely free of mechanical errors, although a few may be present. The
writer uses a variety of effective sentence structures and figures of speech.
3. 3: Satisfactory
1.88 points
Some mechanical errors or typos are present, but they are not overly distracting to
the reader. Correct and varied sentence structure and audience-appropriate
language are employed.
2. 2: Less Than Satisfactory
1.63 points
Frequent and repetitive mechanical errors distract the reader. Inconsistencies in
language choice (register) or word choice are present. Sentence structure is correct
but not varied.
1. 1: Unsatisfactory
0 points
Surface errors are pervasive enough that they impede communication of meaning.
Inappropriate word choice or sentence construction is used.
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2.5 points
Documentation of Sources
2.5 points
Criteria Description
Documentation of Sources (citations, footnotes, references, bibliography, etc., as
appropriate to assignment and style)
5. 5: Excellent
2.5 points
Sources are completely and correctly documented, as appropriate to assignment
and style, and format is free of error.
4. 4: Good
2.13 points
Sources are documented, as appropriate to assignment and style, and format is
mostly correct.
3. 3: Satisfactory
1.88 points
Sources are documented, as appropriate to assignment and style, although some
formatting errors may be present.
2. 2: Less Than Satisfactory
1.63 points
Documentation of sources is inconsistent or incorrect, as appropriate to
assignment and style, with numerous formatting errors.
1. 1: Unsatisfactory
0 points
Sources are not documented.
Total 25 points
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