Evaluating a Change Initiative in an Organization to Implement Change

I‌‍‍‍‌‍‍‌‌‌‍‌‍‍‍‍‌‍‌‌nstructions on 3-page assignment paper: Briefly describe a change initiative in an organization with which you are familiar. The paper should detail the steps taken by the organization to implement the change. Using evidence from reading this week, both from Chapter 1 of Becoming a Conflict Competent Leader and the Supplement on Organizational Change PDF attached, how would you evaluate the actions taken by the organization based on Kotter’s model or Lewin’s model of leading change? Choose one of the models on which to base your paper. Finally, explain how you would improve the change effort using the model you selected. References required. Your paper must be three to four pages in length and include at least one academic source from the Trevecca Online Library. Use the following format to name your document for this assignment: lastname_firstname_1.3weekone_paper. Assignment format: APA, 1-inch margins, double-spaced, 12-point font (Times New Roman). Must be submitted as a Word doc or PDF file. Kotter Model Harvard Business School professor John P. Kotter proposed that companies should follow eight stages when instituting change. Here is a summary of his suggested steps. 1. Create a sense of urgency when intr‌‍‍‍‌‍‍‌‌‌‍‌‍‍‍‍‌‍‌‌oducing the change effort. 2. Build a coalition. 3. Create a vision for change and make change a part of the vision. 4. Communicate a plan for change 5. Eliminate obstacles to change 6. Create small wins 7. Build on change 8. Make change a part of culture. Source: Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business. School Press. Lewin’s Model Lewin’s three-stage process of change emphasizes the importance of preparation or unfreezing before change, and reinforcement of change afterward or refreezing. How do you plan, organize, and execute change effectively? One of the most useful frameworks in this area is Kurt Lewin’s three-stage model of planned change. [14] The assumption is that change will encounter resistance. Therefore, executing change without prior preparation is likely to lead to failure. Instead, organizations should start with unfreezing, or making sure that organizational members are ready for and receptive to change. This is followed by change, or executing the planned changes. Finally, refreezing involves ensuring that change becomes permanent and the new habits, rules, or procedures become the norm. Lewin K. (1951). Field theory in social science. New York: Harpe‌‍‍‍‌‍‍‌‌‌‍‌‍‍‍‍‌‍‌‌r & Row

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