The document discusses various models for planning and implementing organizational change, highlighting both conceptual and process approaches. It emphasizes the importance of communication, contextual issues, and measuring outcomes, while detailing major change models such as Lewin's three-step theory and Kotter's eight-step model. Additionally, it outlines the challenges and drivers of change, suggesting that understanding these factors is crucial for successful implementation and adaptation.

1. Change Models
Different models have been developed to help plan for and
implement change. Change has been studied from the conceptual
approach, such as "what," as well as from the process approach
of "how."
The conceptual models of change usually concentrate on content
and strategic initiatives. On the other hand, process models
focus on the sequence of events necessary to effect
organizational change by focusing on the stages and steps of
implementation.
Develop Contextual Issues of the Change
Once the need for change and the cause for implementation have
been established, the contextual issues of the change can be
developed to help evaluate the extent of change that an
organization can implement with the resources available.
Factors to consider during this process include:
· Readiness of the organization
· Culture of the organization
· Systems issues
· Amount of resistance that might be involved
Communicate the Vision to Employees
Once the vision for the change has been developed, the leaders
should communicate the vision to employees. The vision should
be clearly articulated, including how the change will impact the
employees. This can be difficult when the change will have a
negative impact on employees, but it is better for employees to
understand the change than to be in the dark.
When change is implemented and individuals' employment is
affected, it may be best for leaders to hold off and not
communicate any reductions in force until it is necessary for the
employees to know. Any change in employee status can be hard
for everyone, including the employees who are staying. Both
groups of employees need careful communication and support

2. while going through the transitions.
Plan Strategies and Develop Criteria
Once the reason for the change has been communicated,
implementation strategies should be considered. This is an
opportunity for the leadership to involve the workforce as the
workforce can be instrumental in developing the implementation
strategies. As the implementation strategies are being formed,
how the outcomes would be measured should be considered.
How will an organization know when the change is finished and
successful? If the organization includes outcome measures (e.g.,
increase in market share and decrease in costs) in its planning,
it will help those implanting the change to know what
constitutes success.
Implement and Monitor
Change can then be implemented, monitored, and managed to
ensure that sequential steps are taken and continuous feedback
is available.
While there are several steps for managing and monitoring
change, most change processes will follow this type of model.
On the other hand, conceptual models of change emphasize the
mental constructs and sense making of the change

3. Change Process Models
There are several change models that can be used to implement
a change effort. The process models are often used because they
provide leaders and organizations with a sequential approach to
change.
In general, most process models begin by analyzing the changes
needed and identifying the risk and opportunities involved with
the change. Also in consideration are the external forces,
including competitors and regulations that could have an impact
on the implementation and sustainability of the change. No
change lasts forever, but the organization should have a good
understanding of the life cycle of the change and make sure the
return on the investment will be worth the efforts.
Once all of the internal and external factors are considered, then
the model for implementation can be decided. When deciding on
a model, leaders should consider the capacity and organizational
culture of the organization. Are the organizational members
independent and able to work on their own, or are they more
reliant on direction and supervision? Can the members
improvise when needed, or do they need proscribed steps to
follow? Once a model is established, the organization can begin
to develop a coalition of individuals who can help influence the
broader membership and key stakeholders.
While numerous change models have been developed, the ones
that have most often been used are the following:
· Lewin's Three-Step Change Theory
· The Concerns-Based Adoption Model (CBAM)

4. · Kotter's Eight-Step Model for Change
· Senge's System Thinking Approach
Each of these models is guided by assumptions and a
philosophical approach. Additionally, each model assumes
change is a process that extends over a period of time and is
manageable. Each model also involves a state of disequilibrium,
which results in the need for change; however, assumptions
about differentiated human responses to and through change
vary according to the model.
The key points of each model are as follows:
· According to Kurt Lewin, change occurs when there is a shift
in the state of equilibrium or status quo. The interaction
between change-inducing and change-inhibiting forces causes
disequilibrium and ultimately a crystallization of attitudes
following change (Change Management Consultant website,
n.d.).
· The CBAM views change as the introduction of an innovation
in an organization, the use of which depends on stages of
individual concern that run along a continuum from a stage at
which the individual is either unaware of the innovation or not
concerned about it to a stage where an individual expresses
alternatives to the innovation or refocuses (SEDL website, n.d.).
· According to Kotter and Cohen (2002), positive change
involves a pattern of see, feel, and change and occurs through
an eight-step process that approaches organizational change
pragmatically.
· According to Senge (1990), an organization is a complex
whole comprised of independent but interrelated parts. Change
results when one component affects one or more of the others.
References:
Change Management Consultant website. (n.d.). Kurt Lewin 3
phases change theory universally accepted change management.
Retrieved from http://www.change-management-
consultant.com/kurt-lewin.html
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-
life stories of how people change their organizations. Boston,

5. MA: Harvard School Business Press.
SEDL website. (n.d.). Concerns-based adoption model (CBAM).
Retrieved from http://www.sedl.org/cbam/
Senge, P. M. (1990). The fifth discipline: The art & practice of
the learning organization. New York, NY: Double Day
Business.
Change Drivers
Let’s look at a list of change drivers that impacted theoretical
foundations.
1941
N. E. Miller’s and J. Dollard’s Social Cognitive Theory or
Social Learning Theory proposes that behavior results from and
is affected by observations, personal factors, personal
attributes, and environmental influences.
1951
K. Lewin suggested that behavior is a dynamic balance of forces
working in opposing directions, with driving forces facilitating
change and restraining forces hindering change.
1958
R. Lippitt, J. Watson, and B. Westley expanded on Lewin's
model, positing that change would be more stable and better
rooted if it is spread to relevant subparts of an affected system
or to other related systems.
1977
A. Bandura’s self-efficacy theory suggests that behavior is
planned based on perceived control over opportunities,
resources, skills, etc.
1983
J. Prochaska and C. DiClemente suggested that people go
through a cyclical pattern when experiencing change. They can
opt to exit the spiral or continue to establish change, which also
accounts for relapses to previous behaviors.

6. 1990s
P. Senge’s systems theory and learning organizations views
organizations in a continuously dynamic state, adapting and
improving.
2000s
Globalization and technology; change is primarily influenced by
fast expansion and development of technology.
· Assignment 1: Using a Change Model
In this module and in your readings, you were introduced to
several models of change and the philosophies and frameworks
on which they were based. You were also made aware of the
different types of challenges that cause resistance to change
strategies. In this module's discussion, you will analyze a
change model of your choice and evaluate its merits and
applicability. For this discussion, use the context of your
current (or previous) organization or that of an organization
with which you are familiar.
Tasks:
Identify a change model that you might employ if you were a
change leader in your organization and were about to implement
a change initiative.
Research challenges to organizational change and the change
model of your choice. Use resources from professional literature
in your research. Professional literature may include the
University online library resources; relevant textbooks; peer-
reviewed journal articles; and websites created by professional
organizations, agencies, or institutions (.edu, .org, or .gov).
INSTRUCTIONS BELOW
On the basis of your research and experience, in a minimum of
400 words, respond to the following points:
· Identify a model and explain why you chose this model,
comparing its merits against its shortcomings. Include a
discussion on how you might adjust for or mitigate the

7. shortcomings.
· Through research, find a case example where your chosen
change model was used in a real-world situation. Describe and
evaluate its success or failure in bringing about change.
· Conclude with your thoughts on whether the case example
cemented your choice or caused you to start considering another
model. Explain.
Submission Details:
· By the due date assigned, post your responses to
this Discussion Area.
· Through the end of the module, comment on at least two of
your classmates' responses. You can ask technical questions or
respond generally to the overall experience. Be objective, clear,
and concise. Always use constructive language, even in
criticism, to work toward the goal of positive progress. All
comments should be posted to the appropriate topic in
this Discussion Area.
Grading Criteria
Maximum Points
Quality of initial posting, including fulfillment of assignment
instructions
16
Quality of responses to classmates
12
Frequency of responses to classmates
4
Reference to supporting readings and other materials
4
Language and grammar
4
Total:
40
·