Read the following article to better understand organizational change and change leadership processes to ensure employee engagement: The Positive Effects of Task, Relation and Change Oriented Leadership Behavior on Employee Engagement
As you are concluding our studies in this course, you must also recognize that the application of our learning will cause change in an organization. To be effective, change processes must be robust, and people must recognize that not all individuals accept change in the same manner. Many individuals willingly accept change as part of organizational progress, but there are leaders and team members who will actively resist change efforts.
To create a company that can effectively change and embrace a sociotechnical environment, change is necessary to create a robust and agile organization. Given the potential to encounter resistance to change in any environment, implementation of new tools and processes must be proposed to address these critical issues.
Using your research and relevant experience, respond to the following questions:
Describe 2 change models that you could use to create change in an organization.
Choose 1 of the models that you think would be most successful in an organization, and analyze reasons why you chose that model.
Employees are often resistant to change. Using your experience, how would you help them overcome resistance to change? Include any relevant change management experiences in your response.
What user experience (UX) methods could be used to create an agile organization?
Full Answer Section
-
- Change (or Transition): This is the stage where the actual change takes place. New behaviors, processes, and systems are introduced. It's a period of uncertainty and movement, requiring communication, training, and support to help employees adapt.
- Refreeze: In this final stage, the new changes are solidified and embedded into the organization's culture. This is crucial for making the change permanent and preventing a return to old habits. It involves reinforcing the new behaviors and celebrating successes.
- Kotter's 8-Step Change Model: John Kotter's model is a more detailed, sequential process that focuses on creating a sense of urgency and building a coalition for change. The eight steps are:
- Create a sense of urgency.
- Form a powerful guiding coalition.
- Create a vision for change.
- Communicate the vision.
- Remove obstacles.
- Create short-term wins.
- Build on the change.
- Anchor the changes in corporate culture.
This model is particularly effective for large-scale, complex change initiatives, as it provides a clear roadmap from beginning to end.
Most Successful Model
I would choose
Kotter's 8-Step Change Model as the most successful for a comprehensive organizational change. While Lewin's model provides a solid high-level framework, Kotter's model offers a more actionable, step-by-step guide that addresses the human element of change more directly.
I chose this model for the following reasons:
- Focus on Urgency and Buy-in: Kotter's first two steps—creating urgency and forming a powerful coalition—are critical. Without a clear "why" and a unified group of influential leaders to champion the change, any initiative is likely to fail. My experience has shown that resistance often stems from a lack of understanding or perceived necessity. Kotter’s model forces a deliberate, top-down and grassroots effort to build this foundational support.