Research the various change models used by organizations today

Details:

Research the various change models used by organizations today. After assessing these models, create a change model conducive to your field, and that will work within your organization’s culture. This model should serve to implement a strategic process that can help your organization integrate a change and respond to the internal or external driving forces that affect organizational success.

Create a visual representation of your model using a graphic organizer of your choice (flow chart, concept map, etc.). The design of your model will be unique and relevant to your organization, based on a critical analysis of its culture and behavior. However, your model must demonstrate the necessary steps for realistic implementation. Your model will be assessed on the quality of strategic implementation you design, the support you present for your model, and inclusion of the following concepts:

1. Methods to evaluate the need for change
2. Approach and criteria for choosing individuals or teams necessary for a change initiative
3. Communication strategies
4. Strategies to gather stakeholder support and overcome resistance
5. Implementation strategies
6. Sustainability strategies

Once you have created your model, prepare a 15-20 slide PowerPoint presentation to present your model and demonstrate how this model is relevant to your organization and why it will work well within your organization’s culture. In conclusion, discuss why this model will lead to sustainable change when most change initiatives fail. You will utilize this change model for your final paper.

Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.

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I’m looking at Kotter’s 8 Step Change Model. It is what this class’s mostly keeps referring to . OR

Lewin change model OR whichever writer 1006 choses.

This change management model was created in the 1950s by psychologist Kurt Lewin. Lewin noted that the majority of people tend to prefer and operate within certain zones of safety. He recognized three stages of change:

1. Unfreeze – Most people make an active effort to resist change. In order to overcome this tendency, a period of thawing or unfreezing must be initiated through motivation.
2. Transition – Once change is initiated, the company moves into a transition period, which may last for some time. Adequate leadership and reassurance is necessary for the process to be successful.
3. Refreeze – After change has been accepted and successfully implemented, the company becomes stable again, and staff refreezes as they operate under the new guidelines.

While this change management model remains widely used today, it is takes time to implement. Of course, since it is easy to use, most companies tend to prefer this model to enact major changes.

 

LeLewinwin’s Change Management Model

2. McKinsey 7-S Model

Lewin’s Change Management Model

2. McKinsey 7-S Model

 

Benchmark – Change Initiative: Develop a Change Model

	1 Unsatisfactory 0.00%	2 Less than Satisfactory 74.00%	3 Satisfactory 79.00%	4 Good 87.00%	5 Excellent 100.00%
100.0 %Content
10.0 %Evaluate the Need for Change	Methods used to evaluate the need for change are not included.	Methods used to evaluate the need for change are incomplete or incorrect.	Methods used to evaluate the need for change are included but lack explanation and supporting details.	Methods used to evaluate the need for change are complete and include explanation and supporting details.	Methods used to evaluate the need for change are extremely thorough and include extensive explanation and numerous supporting details.
10.0 %Choosing Individuals or Teams for Change Initiative	Approach and criteria for choosing individuals or teams necessary for a change initiative are not included.	Approach and criteria for choosing individuals or teams necessary for a change initiative are incomplete or incorrect.	Approach and criteria for choosing individuals or teams necessary for a change initiative are included but lack clear explanation.	Approach and criteria for choosing individuals or teams necessary for a change initiative are complete and clearly explained.	Approach and criteria for choosing individuals or teams necessary for a change initiative are expertly crafted.
10.0 %Communication Strategies	Communication strategies are not included.	Communication strategies are incomplete or incorrect.	Communication strategies are included but are inconsistent with the organizational culture and behavior and/or lack detail and explanation.	Communication strategies are completely detailed and explained and consistent with the organizational culture and behavior.	Communication strategies are extremely detailed and well explained and align seamlessly with the organizational culture and behavior.
10.0 %Stakeholder Support and Overcoming Resistance	Strategies to gather stakeholder support and over come resistance are not included.	Strategies to gather stakeholder support and over come resistance are incomplete or incorrect.	Strategies to gather stakeholder support and over come resistance are included but lack clear explanation.	Strategies to gather stakeholder support and over come resistance are complete and clearly explained.	Strategies to gather stakeholder support and over come resistance are expertly crafted.
10.0 %Implementation Strategies	Implementation strategies are not included.	Implementation strategies are incomplete or incorrect.	Implementation strategies are inconsistent with the organizational culture and behavior and/or lack detail and explanation.	Implementation strategies are completely detailed and explained and consistent with the organizational culture and behavior.	Implementation strategies are extremely detailed and well explained and align seamlessly with the organizational culture and behavior.
10.0 %Sustainability Strategies	Sustainability strategies are not included.	Sustainability strategies are incomplete or incorrect.	Sustainability strategies are inconsistent with the organizational culture and behavior and/or lack detail and explanation.	Sustainability strategies are completely detailed and explained and consistent with the organizational culture and behavior.	Sustainability strategies are extremely detailed and well explained and align seamlessly with the organizational culture and behavior.
5.0 %Graphic Organizer: Visual Appeal and Clarity of Change Model	The change model is not presented using a graphic organizer.	The change model is presented using a graphic organizer. Presentation of change model uses garish color or the typographic variations are overused and legibility suffers. Background interferes with readability. Understanding of concepts, ideas, and relationships is limited within the chosen design.	The change model is presented using a graphic organizer, but the design does not clearly illustrate the intended change model. Elements do not consistently contribute to the understanding of concepts, ideas, and relationships. There is some variation in type size, color, and layout of the graphic design used.	The change model is presented using a graphic organizer that illustrates the change model. Visual connections mostly contribute to the understanding of concepts, ideas, and relationships of the change model. Differences in type size or color are used well and consistently.	The change model is presented using a graphic organizer that clearly illustrates the change model. Appropriate and thematic graphic elements are used to make visual connections that contribute to the understanding of concepts, ideas, and relationships. Differences in type size or color are used well and consistently.
10.0 %Presentation of Content on PowerPoint	The content lacks a clear point of view and logical sequence of information. Little persuasive information is included. Sequencing of ideas is unclear.	The content is vague in conveying a point of view and does not create a strong sense of purpose. Some persuasive information is included	The presentation slides are generally competent, but ideas may show some inconsistency in organization or in their relationships to each other.	The content is written with a logical progression of ideas and supporting information exhibiting a unity, coherence, and cohesiveness. Persuasive information from reliable sources is included.	The content is written clearly and concisely. Ideas universally progress and relate to each other. The project includes motivating rationale and advanced organizers. The project gives the audience a clear sense of the main idea.
5.0 %PowerPoint Layout	The layout is cluttered, confusing, and does not use spacing, headings, and subheadings to enhance the readability. The text is extremely difficult to read with long blocks of text, small point size for fonts, and inappropriate contrasting colors. Poor use of headings, subheadings, indentations, or bold formatting is evident.	The layout shows some structure, but appears cluttered and busy or distracting with large gaps of white space or a distracting background. Overall readability is difficult due to lengthy paragraphs, too many different fonts, dark or busy background, overuse of bold, or lack of appropriate indentations of text.	The layout uses horizontal and vertical white space appropriately. Sometimes the fonts are easy to read, but in a few places the use of fonts, italics, bold, long paragraphs, color, or busy background detracts and does not enhance readability.	The layout background and text complement each other and enable the content to be easily read. The fonts are easy to read and point size varies appropriately for headings and text.	The layout is visually pleasing and contributes to the overall message with appropriate use of headings, subheadings, and white space. Text is appropriate in length for the target audience and to the point. The background and colors enhance the readability of the text.
10.0 %Research	No outside sources were used to support the change model.	Few outside sources were used to support the change model. Limited research is apparent to provide support or rationale for the change model.	Research is adequate. Sources are standard in relevance, quality of outside sources, or timeliness. General support and rationale is presented for the change model.	Research is timely and relevant, and addresses all of the issues stated in the assignment criteria. Adequate support and rationale is presented for the change model.	Research is supportive of the rationale presented. Sources are distinctive. Addresses all of the issues stated in the assignment criteria. Strong support and rationale is presented for the change model.
5.0 %Mechanics of Writing (includes spelling, punctuation, grammar, and language use)	Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is employed.	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.	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.	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.	The writer is clearly in command of standard, written, academic English.
5.0 %Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style)	Sources are not documented.	Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors.	Sources are documented, as appropriate to assignment and style, although some formatting errors may be present.	Sources are documented, as appropriate to assignment and style, and format is mostly correct.	Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.
100 %Total Weightage