Running head LEADERSHIP REPORT AND CHANGE MANAGEMENT PROPOSAL .docx

Running head: LEADERSHIP REPORT AND CHANGE
MANAGEMENT PROPOSAL 1
10
Leadership Report and Change Management Proposal
Olufunmilayo Adeleke
HR006
Walden University
Leadership Report and Change Management Proposal
Part I: Organizational Leadership Development Report
LO1.1: Leadership Traits Exhibited By Leadership at Mount
Sinai Hospital, NY
Mount Sinai Hospital in New York City is one of the nation’s
largest and most respected hospitals best known for its excellent

healthcare services, both locally and internationally. The
hospital has been consistently ranked among the best hospitals
in the country over the past decade due to its commitment to
continuous improvement, adoption of new technologies, and
investment in healthcare research (Venditto, 2017). Thus,
change management is at the core of the hospital's approach to
healthcare delivery, ensuring the facility is up-to-date with the
changes taking place in the industry. Leaders at Mount Sinai
Hospital in New York exhibited a wide range of leadership
skills in ensuring the process was managed properly. Some of
the top leaders in the organization that was involved in the
change management process include the Chief Executive
Officer, the Operations Manager, the Project Manager, and the
Business Analyst. Each of these team leaders plays a critical
role in the implementation process, which required them to
bring on boards crucial leadership skills that would ensure the
project succeeds.
For example, the Chief Executive Officer (CEO) of the hospital
provided skills like emotional stability and charisma. The CEO
showcased the trait of emotional stability in the process,
particularly when it came to managing conflicts. Emotional
stability was instrumental in helping the leaders maintain a
cohesive team despite the differences of opinion. In addition,
the CEO also had a lot of charisma, which played a significant
role in arousing strong emotions within the team. His
charismatic leadership was crucial in keeping the team together
and determined to achieve the main objectives of the change
process.
The Operations Manager was also crucial to the team as he was
in charge of ensuring the change process did not have a negative
impact on the ongoing processes at the hospital. To play this
role, he brought on different board skills including effective
communication and integrity. Integrity was the main fabric
holding the team together. Since every member of the team was
a highly experienced professional in their respective specialties,
they needed to act professionally and behave in a respectful

manner within the team (Mumford, 2012). These ensured
conflicts were managed properly throughout the team’s
deliberations. Effective communication was key in the team
(Mumford, 2012). The team leaders encouraged each member to
air their views and opinions on each step of the process. This
helped to create understanding, reduce unnecessary tensions,
and build trust among the team members.
The Project Manager was the overall leader of the team as he
was the one charged with the responsibility of coordinating the
project team to ensure successful implementation. This required
a lot of moral strength and great leadership skill. As such, the
Project Manager exhibited many different leadership skills
including collaboration and commitment. He ensured
collaboration was the backbone of the team. Since each member
in the team had unique skills, knowledge, and experience, it was
easy for them to complement each other and help each other to
achieve the common objective (Venditto, 2017). The other
important trait he showcased in the team is commitment. This
encouraged every team member to remain committed and
dedicated to the cause because they trusted in each other and in
the team as a whole (Mumford, 2012).
Finally, the Business Analyst, who was mainly charged with the
responsibility of evaluating the business case of the project, was
on the team due to her enthusiasm, and critical thinking skills.
In some instances, she was required to make decisions based on
her critical analysis to keep the wheel of change moving. This
was important in ensuring timely implementation of the change.
The other important leadership trait that she manifested in the
change management process is enthusiasm. Throughout the
process, she was energetic, active, and highly motivated. This
often translated to the other remembers of the team. In
identifying the various leadership skills that these team leaders
exhibited in the project management process, National Center
for Healthcare Leadership (NCHL) model was relied upon to
pinpoint the prominent skills that each leader brought to the
team.

LO1.2: Leadership Traits and Factors that Contribute to High
Performing Teams at Mount Sinai Hospital, NY
Members of a high performing team share a deep sense of
purpose as well as believing in a common set of values that hold
the group together. A shared purpose gives the team a sense of
direction and the main focus of their energy (Mobley, 2010).
Therefore, the main vision and purpose of the team have to be
properly articulated for every team member to understand. The
leader of the team, it is essential to make sure that each team
member is on board with the team's goals and objectives and
buys into the shared purpose.
High performing teams are also based on the levels of
empowerment within the team. This relates to the number of
resources that team members have access to and the level of
authority that each member has when it comes to making crucial
decisions in the team. Teams are useful opportunities for
members to learn from each other to advance their knowledge
and skills (Mobley, 2010). Therefore, a highly diverse team
provides a good resource for learning; hence, better chances of
effectiveness. The team members must also be empowered in
terms of participating in the decision-making process
democratically (Mumford, 2012).
Effective communication is the bloodline of high-performance
teams. Team leaders must create an environment where
members are free to share their thoughts and opinions without
being victimized (Mobley, 2010). Conflicts and differences of
opinions must be handled in a cordial, humane and dignified
manner. There should also be enough room for collecting
feedback on the progress made in the team (Carter, Ulrich, &
Goldsmith, 2004).
Flexibility is also the hallmark of high performing teams. The
business environment is constantly changing and evolving.
Therefore, teams must be flexible enough to adapt to
environmental changes as well as changes within the team itself
(Mobley, 2010). Everyone should be ready to take up leadership
whenever called upon. High performing teams are also known

based on their productivity. The teams must be results-oriented
and show their commitment to high standards of quality in their
output (Carter, Ulrich, & Goldsmith, 2004). Therefore, team
leaders must create avenues for evaluating progress and
celebrating milestones achieved (Mumford, 2012).
Another major leadership trait for high performing teams is the
ability to recognize and appreciate everyone’s contribution
(Carter, Ulrich, & Goldsmith, 2004). Every member of the team
must feel valued for their contribution to the success of the
team. Finally, the team leader must be able to build the morale
of the team by ensuring high confidence levels and enthusiasm
among the members (Mobley, 2010). This creates a sense of
pride, belonging, and satisfaction among the members.
LO 1.3: Leadership Traits and Factors that Promote a Culture
for Creativity and Innovation within Mount Sinai Hospital, NY
There are effective leadership traits that organizational leaders
can develop to create a culture of creativity and innovation in
the workplace. Some of these traits and qualities include risk
tolerance, openness, emotional stability, confidence, and action-
oriented (Medley & Akan, 2008). Innovation entails a great deal
of risk. Therefore, as a leader, one must be risk tolerant to
foster an environment or culture of innovation and creativity in
the workplace. Secondly, the leader must be open to new ideas
(Mobley, 2010). He or she must create a culture of open
communication where every employee is encouraged to come up
with new ideas, even radical ideas that can take the organization
forward. Furthermore, the leader must also be emotionally
stable to handle the pressure associated with uncertainty and
risks of trying out new ideas. The leader must also demonstrate
self-confidence, as well as confidence and belief in the team by
empowering the team members to come up with solutions to
challenges facing the organization (Mobley, 2010). Finally, the
leader must be action-oriented to implement new plans to
completion. This will encourage the team members to
brainstorm and come up with creative and innovative ideas
because they know that these ideas will be put to the test and

implemented (Carter, Ulrich, & Goldsmith, 2004).
Most of the leadership traits above were exhibited by the
project management team of Mount Sinai Hospital, New York
during the change management process in the Epic Project. For
example, the team in the Epic project had a culture revolving
around creativity and innovation as evidenced by the team
leader’s ability to create an environment that promotes open
communication, feedback gathering, trust, empowerment, and
collaboration (Mumford, 2012). These three traits are
instrumental in creating a positive environment for innovation
and creativity in the team because the team members feel
respected, values, and empowered to make contributions that
help achieve the general vision (Medley & Akan, 2008).
The ability to be creative and innovative was assessed based on
the ability of the leader to empower the team members in the
organization to make significant contributions to the change
process (Mumford, 2012). This is because innovation thrives in
an environment where employees and team members can be
heard, respected, and feel valued (Carter, Ulrich, & Goldsmith,
2004).
These traits have also been overly emphasized in different
classical leadership theories such as authoritarian, situational,
and autocratic leadership styles. These classical theories
recommend basic qualities and traits that leaders must possess
to drive the agenda of innovation and creativity in their
organizations to help achieve their organizational goals and
objectives (Winkler, 2010). These classical theories of
leadership tend to focus more on issues such as individuality
attributes of the leaders and how these can enhance their
leadership approach, the ability of leaders to respond and deal
with emergencies, and various behaviors that are defined and
learnable, which can help the leaders foster a culture of
creativity and innovation (Winkler, 2010). Comment by Dr.
Steve: OK
Similarly, new perspectives on leadership through contemporary
leadership theories also provide appropriate mechanisms for

leaders to enforce creativity and innovation in their
organizations. Some of these contemporary leadership theories
include servant leadership, democratic leadership, and
transformational leadership (Appelrouth & Edles, 2008). Unlike
the classical theories which focus more on the ability of leaders
to lead, the contemporary leadership theories focus more on the
need for leaders to empower, inspire, and motivate their
followers to make a significant contribution to the team
(Appelrouth & Edles, 2008). Leaders create the vision, but help
their team members to understand and execute the vision. Both
of the aspects of leadership have been adequately illustrated
through the leadership styles that the top management at the
Mount Sinai Hospital used in implementing the Epic Project.
Comment by Dr. Steve: Not similiarly – you are
contrasting these differing approaches. Classical leadership
approaches were not focused on fostering creativity and
innovation like contemporary styles are; Please revise this to
illustarate that you understand this distinction. Comment by
Dr. Steve: Very good! Comment by Dr. Steve: So, I re-read
your first section, and I do not see evidence that leaders at Mt
Sinai exhibited classical attributes – it seems to me that they
exhibited attributes from the contemporary approaches – this
sentence suggests otherwise. Do you think this is accurate?
LO 1.4: Specific Strategies the Leadership could Apply For
Working Successfully With Teams and Effecting Change
Teamwork is at the core of any change management process.
Major change processes such as that being implemented at
Mount Sinai Hospital, New York often involve different
stakeholders that are expected to collaborate in one way or the
other to achieve a common objective (Carter, Ulrich, &
Goldsmith, 2004). Therefore, it is crucial to have in place
relevant strategies for ensuring teamwork to implement change
processes. Consequently, several recommendations can be put
forward to help the management team at the organization work
better with teams. For example, one such recommendation is
embracing consensus. Teams function better when there is

mutual agreement amongst the members (Carter, Ulrich, &
Goldsmith, 2004). Therefore, the management at Mount Sinai
Hospital can put in place mechanisms for promoting consensus
building within the employees, these include approaches such as
democratic governance, which creates more space for
individuals to participate in the decision making process in the
organization.
The other important recommendation that can help improve
teamwork in the organization is trust building. Teams where
members trust each other have better cohesion and excellent
working relationships (Carter, Ulrich, & Goldsmith, 2004). The
organization can ensure the team builds trust amongst the
members through team building activities where the team
members engage in different games and activities that help them
to understand each other better.
Leaders could adopt a broad range of strategies for applying in
theory change management processes as well as for ensuring
effective leadership. Some of the strategies recommended
include building a highly cohesive team, creating a deeper sense
of purpose, and empowering team members (Carter, Ulrich, &
Goldsmith, 2004). Building a cohesive team is an important step
in establishing commitment and trust among the team members.
The members feel indebted to each other and to the main
objectives of the team.
Secondly, creating a deeper sense of purposes helps to create a
common direction that all members of the team have to focus all
their efforts (Carter, Ulrich, & Goldsmith, 2004). This entails
creating a common vision and mission and ensuring every team
member buys in the idea.
Finally, the strategy of empowering team members focuses on
building the skills, enhancing knowledge, and creating
meaningful experiences within the team (Carter, Ulrich, &
Goldsmith, 2004). The team members must feel valued and
respected by being allowed to participate in the decision making
processes in the team.
Part II: Change Management Proposal

Executive Summary
This change management proposal analyzes change management
at Mount Sinai Hospital in New York City. The proposal
addresses several key issues involved in organizational change
management, including issues such as change models, resistance
to change, stakeholder involvement, evaluating change, and the
role of effective communication in change management among
other core issues. Mount Sinai Hospital in New York City is
New York’s premier healthcare organization that prides itself
on being the frontrunner or improving the delivery of healthcare
to the residents of the city and its environs.
The major change taking place in the organization is an Epic
Project, which is projected to be completed by 2020. The
project is aimed at replacing the hospital’s paper charts, as well
as an obsolete GE Logician system with the latest Electronic
Medical Records (EMR) system that comes with several
modules with the capacity of transforming every aspect of care
in the organization, including financial management and human
resource management. Effective change management can be
achieved through various strategies. Some of the most widely
used change models include Ross Five-Stage Model and Kurt
Lewin’s change model.
LO2.1: Overview of Mount Sinai Hospital, NY and the Change
That Is Taking Place
Mount Sinai Hospital in New York City is New York’s premier
healthcare organization that prides itself for being the
frontrunner or improving the delivery of health care to the
residents of the city and its environs (Venditto, 2017). The
hospital’s integrated healthcare system provides exceptional
care throughout the five boroughs of New York City, the
metropolitan area, and beyond. The hospital’s mission is to
“provide compassionate patient care with seamless coordination
and to advance medicine through unrivaled education, research,
and outreach in the many diverse communities we serve”
(Venditto, 2017, p.1). The organization is one of the largest
healthcare organizations in the region operating several

hospitals in more than 300 locations. There are more than 6,500
physicians working in the organization together with a
workforce of more than 38,000 members of staff (Venditto,
2017). Furthermore, the organization has about 36 institutes
dedicated to ensuring sufficient investment in multidisciplinary
research, healthcare education, and clinical progress (Venditto,
2017).
The major change taking place in the organization is the Epic
Project, which is projected to be completed by 2020. The
project is aimed at replacing the hospital’s paper charts as well
as an obsolete GE Logician system with the latest Electronic
Medical Records (EMR) system (Venditto, 2017). The new
system comes with several modules with the capacity of
transforming every aspect of care in the organization, including
financial management and human resource management (Medley
& Akan, 2008).
LO2.2: Analysis of Drivers of Change at Mount Sinai Hospital,
NY
The change project being implemented in the organization is
driven by several factors both within and without the hospital’s
environment. For instance, the growth witnessed in the hospital
in the past decade as evidenced by the increased number of
employees, customers, and physicians necessitated a system that
would make it easier to manage the growth (Venditto, 2017).
Like most other healthcare organizations in the region, Mount
Sinai Hospital was experiencing internal changes that required
the management to prepare the organization for the future
(Venditto, 2017). Therefore, the desire to change the
organization was driven by the organization’s desire to manage
its growth. Given this situation, it is safe to assume that the top
leadership of the organization would play a critical role in
embracing and implementing the new change. Furthermore, it is
envisioned that there will be minimal, if any resistance, from
employees and other members of staff.
The other major driver for organizational change in the
organization is the need to remain competitive. The healthcare

environment is one of the most affected by changes due to
technological advancements (Medley & Akan, 2008). The
organizations that remain relevant in the industry are those that
are able to adapt to changes taking place in their environment.
Therefore Mount Sinai was prompted to change in order to
acquire new technologies that would give the hospital a
competitive edge and positioning it better to achieve its
objectives. The Epic Project allowed the organization to acquire
new technologies that would reenergize the organization and
make it more effective in terms of managing its operations
(Venditto, 2017).
LO 2.3: Summary of Resistance to the Change Process at Mount
Sinai Hospital, NY
Resistance to change is a common challenge whenever
implementing a change process in an organization. Change
processes affect many different stakeholders who have various
interests in the organization. Therefore, if the interests of the
stakeholders are not properly managed, there is likely to be
resistance from some sections of the organization’s
stakeholders. Resistance to change can stall the change
implementation process, thereby limiting the ability of the
change to achieve its objectives (Medley & Akan, 2008).
However, resistance to change is not a negative force in its
entirety because it has its own positive aspects. For instance,
resistance to change allows time for the organizers of the
change to reorganize themselves and figure out the best way to
effect the change process (Mulang, 2015). Furthermore,
resistance to change allows leaders to buy in more time to get
everyone on board. While change is necessary, it is usually an
uncomfortable process.
Change demands that all stakeholders change their mindset,
move from their comfort zone, and adopt new ways of
conducting their day-to-day business. For the most part,
employees are usually comfortable with the status quo;
therefore, they may become upset when new changes are
introduced. Furthermore, change processes are usually

demanding because they require the employees to learn new
ways of doing things (Medley & Akan, 2008). Therefore,
employees are most likely going to resist any change process
that may require them to change their preferred way of working.
Thus, the change managers must be aware of this fact and try to
educate and engage with the employees throughout the process
to ensure the process goes on smoothly (Medley & Akan, 2008).
Therefore, in the wake of the Epic Project being implemented at
Mount Sinai Hospital, New York, there are several instances of
resistance to change that need to be considered and addressed
accordingly. For instance, the change process is expected to
affect the operations of more than 38,000 employees in the
organization. These employees have been accustomed to the old
way of conducting their work in the organization through the
paperwork and the GE logician system. Therefore, they are
likely to feel uncomfortable with the introduction and
implementation of the epic project; hence, a major source of
resistance.
The other major source of resistance could come from the
physicians, who could also be required to migrate from the
older system to the new system (Medley & Akan, 2008).
Therefore, if they are not properly engaged and trained in the
interacting with the new system, they are likely to resist the
change process being implemented.
LO2.4: Applying Appropriate Change Management Theory the
Change at Mount Sinai Hospital, NY
Effective change management can be achieved through various
strategies. Some of the most widely used change models include
Ross Five-Stage Model and Kurt Lewin’s change model.
Elisabeth Kubler-Ross Five-Stage Model uses the approach of
people’s feelings towards a change initiative to describe the
major stages of change management. Kubler-Ross introduced
this model in her book ‘On death and dying,’ which was
published in 1969. She related change to tragic news (Medley &
Akan, 2008). Therefore, people’s reactions to change are similar
to the reactions they show when they receive tragic news.

Specifically, the five steps of managing change are denial,
anger, bargaining, depression, and acceptance (Medley & Akan,
2008). The period during which a single step lasts varies from
one individual and organization to the other. This change
management approach is more effective in big organizations
that have a huge human resource (citation?). Comment by Dr.
Steve: You still need a citation here.
Kurt Lewin’s theory of change model involves three main steps
in the management of change. These are unfreezing, changing
and refreezing. The first step in the three-step model,
unfreezing, basically involves preparing for change (Medley &
Akan, 2008). This entails deliberating on the change process to
determine if the change is necessary. It also focuses on
evaluating the resources available for implementing the change
and reaching a consensus with key stakeholders in the change
process (Medley & Akan, 2008). The second step in the process
is the change itself (Cheema, Akram, & Javed, 2015). This
involves the actual implementation of the change by introducing
new technologies, restructuring the organization, or any other
new change that may demand the stakeholders in the
organization to move from their comfort zone, to adopt a new
way of behaving and executing their mandate (Medley & Akan,
2008). Unfreezing, which is the final step in the change
implementation process, focuses on creating stability after
establishing the change process (Cheema, Akram, & Javed,
2015).
The various change management models discussed above are all
effective in managing many change process. However, Kurt
Lewin’s model of change management is best suited for the
change management taking place at Mount Sinai Hospital. This
is because the theory takes into consideration several factors,
including creating sufficient time for stakeholder engagement,
thereby making it easier to avoid resistance to change (Cheema,
Akram, & Javed, 2015). The freezing step of the process
ensures that the change is planned properly with the views and
interests of each stakeholder being considered. This ensures that

before the implementation process begins, there is a consensus
among stakeholders as to what the change process entails
(Cheema, Akram, & Javed, 2015). Therefore, Kurt Lewin’s
theoretical model stands out as the most appropriate for
managing the Epic project due to its ability to bring all
stakeholders on board. Kurt Lewin’s theory can be summarized
as illustrated below.
Unfreezing
Changing
Refreezing
Fig 1: Kurt Lewin’s Change Model. Source:Mobley, W. (2010).
Advances in global leadership. Bingley: Emerald Group
Publishing Limited. Comment by Dr. Steve: OK
LO3.1: Applying Systems Thinking to Assess the Impact of
Change at Mount Sinai Hospital, NY
A systems approach to management focuses on understanding
the organization from a holistic perspective. An organization
must be viewed as an organization that has different constituent
parts that all work together to achieve a common objective.
Therefore, from a systems perspective, change management
must address the impact of the change on the organization as a
whole (Cheema, Akram, & Javed, 2015). A change in a specific
unit or department has an impact on the entire organization
because the organization works as a whole. Every department
tor business unit in the organization works towards helping the
broader organization achieve its goals and objectives.
Therefore, a systems thinking ensures a holistic approach to
change by evaluating how the change is likely to affect the
organization in its entirety (citation?). Comment by Dr.
Steve: Still needs a citation
For example, in the case of Mount Sinai Hospital, NY, the Epic

Project was aimed at improving how the hospital managed its
records. However, this change had widespread implications for
the wider organization in terms of improving how the
physicians interacted with patients. Consequently, this affected
or influenced the main objective of the hospital, which is to
provide quality healthcare. Thus, from systems thinking
perspective, it should be understood that organizational change
is a broader process that needs to be thought through and
evaluated keenly (Cheema, Akram, & Javed, 2015). Rushing
through change can limit the chances of success.
LO 4.1: Recommended Strategies and Innovations that Could Be
Implemented to Effect Organizational Change at Mount Sinai
Hospital, NY
One of the innovations that the organization can adopt is
communication technologies such as mobile applications that
can be used for teamwork. This will ensure the team members
keep updating each on the progress of the change
implementation process. Innovation is achieved through the
generation of more effective processes, ideas, products and
services that resonate with the needs of the government,
markets and the entire society in general. It is, therefore,
associated with new and original ideas that break their way into
the society (Cheema, Akram, & Javed, 2015). Broader
innovation strategy must focus on promoting safety in the
workplace, making work easier by using information
communications and technology (ICT) tools and creating a
sustainable business model that is based on improved customer
interaction and provision of the latest products to the market
(Medley & Akan, 2008).
One strategy that can enforce innovation in the organization for
purposes of improving change management is reducing
bureaucracies in the workplace. Bureaucratic systems can
discourage innovation because they make it difficult for
innovative employees to get their ideas approved and funded by
the responsible managers (Medley & Akan, 2008). The
organization can also adopt the strategy of recognizing and

rewarding inventive and innovative employees in the workplace.
This will go a long way in encouraging and motivating
employees to come upon with big ideas because they realize that
they will be rewarded for their efforts. The organization must
also put in place policies that tolerate the risk of failure. For
example, it is important to have in place proper contingency
plans that take care of the risks associated with taking up new
ideas (Medley & Akan, 2008). This will encourage employees to
be innovative.
LO 4.2: The Role of Communication in a Change Management
Plan.
Communication is at the core of any change implementation
process. Communication ensures all the stakeholders understand
the issues involved in the process and that everyone is on the
same page. In addition, communication is important in the
process because it helps to create trust among the different
stakeholders involved in the change process (Cheema, Akram, &
Javed, 2015). Therefore, communication plays a significant role
in sharing ideas and gathering feedback from the stakeholders to
ensure that any differences and conflicts are better managed.
Effective communication is also crucial in change management
plan because it affects the sustainability of the change. Good
communication creates unity among the stakeholders and
ensures each person moves at the same speed throughout the
implementation process. There is more room for creating
consensus on contentious issues, thereby limiting any chances
for resistance to the change (Medley & Akan, 2008). For
example, communication plays a significant role in training,
where each stakeholder is supported and given sufficient
information about the change and how they need to adopt the
new systems and processes. Communication also allows each
stakeholder to consider the change based on the information
available at their disposal and make appropriate decisions on
whether to support or reject the change (Medley & Akan, 2008).
LO4.3: Recommended Strategies for Motivating Stakeholders to
Accept, Embrace, and Sustain Organizational Change

In any change process, it is important to create an environment
where each stakeholder is motivated to accept, embrace, and
sustain the change. Most change implementation processes fail
to achieve their objectives because little attention is given to
ensuring every stakeholder buys in the new changes (Cheema,
Akram, & Javed, 2015). This leaves more room for conflicts and
resistance to change from various sections of the stakeholders
affected by the change. Consequently, several strategies can be
implemented to motivate the stakeholders to support the change
process and ensure its sustainability. For example, an
organization such as Mount Sinai Hospital can adopt strategies
such as inviting feedback, establishing accountability, and
leading by example (Cheema, Akram, & Javed, 2015).
Stakeholders are motivated to adopt a new change if there are
adequate mechanisms and structures in place for them to
provide feedback throughout the implementation process
(Cheema, Akram, & Javed, 2015). This can be achieved through
encouraging stakeholders to make use of suggestion boxes
located at strategic points in the workplace, regular employee
surveys, or town-hall format meetings where employees interact
freely with the management to give their feedback (Cheema,
Akram, & Javed, 2015). This is important because it makes the
stakeholders feel part of the process. When all their issues and
concerns are addressed, they will be highly motivated to be part
of the change.
The stakeholders can also be motivated to embrace the change is
there are proper mechanisms for ensuring accountability.
Accountability helps to build trust among the stakeholders and
instilling in them a belief that the change is for the good of the
organization and for their own benefit as well (Cheema, Akram,
& Javed, 2015). Accountability can be created through
sufficient reporting and evaluating every progress made based
on the established metrics and key performance indicators for
the change (Cheema, Akram, & Javed, 2015). Once the
stakeholders gain belief and trust in the change, they will most
likely adopt it and support it to its successful conclusion.

Leading by example is also an effective strategy for
encouraging another stakeholder to support the change process.
Other stakeholders can also be highly motivated to embrace the
change if the senior management in the organization walks the
talk (Cheema, Akram, & Javed, 2015). Top managers in the
organization must demonstrate their acceptability of the change.
The management must go an extra mile in demonstrating that
the change is healthy for the organization. Thus, they must
allocate sufficient resources tool the process and create more
time for engagements with other stakeholders (Cheema, Akram,
& Javed, 2015). This will create an image among other
stakeholders that the change is important; hence, the need to
embrace it and support it to the end.
LO 4.4: Recommended Training and Support Required For the
Successful Implementation of an Organizational Change
Training and support are essential in implementing
organizational change. Training creates more room for all
stakeholders to understand the change and be guided through
the process of change implementation (Burnes, 2009). This
helps to build consensus and ensure every stakeholder affected
by the change is on the same page throughout the
implementation process (Burnes, 2009). Therefore, training
must be viewed as an indispensable component of ensuring a
smooth transition whenever implementing change.
Consequently, several strategies can be adopted for training
employees and other stakeholders for purposes of ensuring
successful implementation of organizational change. Some of
the strategies for training and support that are recommended for
an organization such as Mount Sinai Hospital are addressing
employee attitudes and general organizational behavior,
focusing on organizational goals and objectives, and promoting
employee engagement (Burnes, 2009).
One strategy that can be used for training and support is
changing organizational behavior and employee attitudes in the
workplace. New changes in the organization often demand that
employees alter their way of thinking, attitude, and their general

approach to work (Burnes, 2009). It calls for a new way of
doing things. Therefore, whenever implementing change, it is
important to train employees on how they need to react to the
new systems and processes being introduced in the workplace
(Burnes, 2009). They should be advised on how to interact with
the new systems or processes. This will help improve their
attitudes towards the change and facilitate a change in behavior
in relation to the changes being introduced.
Similarly, the training process needs to address the relationship
between the change and organizational goals and objectives.
The employees must be able to understand how the new changes
will affect the organization in terms of helping it achieve the set
objectives (Burnes, 2009). In cases where the change calls for
the introduction of new goals and objectives, the stakeholders
must be made aware of the new goals. This is important because
it helps the employees another stakeholders understand their
roles and how they can utilize the change to improve their work
and performance (Burnes, 2009).
Training and support also need to address the issue of employee
engagement. Employees, as well as other affected stakeholders,
must be taught, supported and trained on how they can
contribute meaningfully to the change process. Each person
must have a role to play. These roles must be clearly defined to
ensure that the change is delivered on schedule. Employee
engagement basically calls for active participation and
contribution of the employees in the cage management process
(Burnes, 2009). This also includes providing relevant feedback
during the implementation process. Therefore, training on this
aspect ensures the employees understand their roles and how
they contribute to the success of the change (Burnes, 2009).
LO4.5: Recommend Strategies for Sustaining an Organizational
Change.
Sustainable organizational change is difficult to achieve for
most organizations. This is because change is usually
uncomfortable to deal with for most because it is demanding
and requires a lot of effort for people to settle in the new

environment. Therefore, it is important to put strategies in place
to ensure the change process is sustainable once it has been
implemented. Among some of the strategies that an organization
such as Mount Sinai Hospital can implement to ensure a
sustainable change process include training and development,
effective communication, and progressive implementation of
change.
First, through training, the stakeholders get acclimatized to the
change by understanding the intricacies of the process and
learning to deal with the new environment (Cheema, Akram, &
Javed, 2015). This encourages acceptability of the change,
which ensures sustainability in the long run. Training also
ensures that the main stakeholders that will be affected by the
change are introduced to the change process early enough
(Cheema, Akram, & Javed, 2015). This early involvement in the
change process promotes the acceptability of the change among
the stakeholders.
Secondly, organizational change can be made sustainable
through effective communication. Effective implementation of
organizational change largely depends on adequate
communication (Medley & Akan, 2008). For example, the need
for change has to be communicated in good time. All
stakeholders must understand why the change is important and
how it will affect their routines in the workplace. Therefore, it
is necessary to provide all the stakeholders with sufficient
information on the change and in a timely manner. This is
important for them to make crucial decisions on whether to
support the change or not (Cheema, Akram, & Javed, 2015). In
the event that any section of the stakeholders rejects the change,
further deliberations can always take place to iron out the
differences and clarify contentious issues (Medley & Akan,
2008). However, if there is no objection, the change can go on
without any fear of hitches along the process.
Thirdly, sustainability in a change process can be ensured
through progressive implementation of the change. Change is
more acceptable if it is gradually introduced so that it evolves

progressively in the workplace (Medley & Akan, 2008).
Introducing change in a rapid and revolutionary manner can
result in resistance, which will ultimately make the process
unsustainable (Medley & Akan, 2008).
LO 4.6: How Stakeholders are Involved in and Held
Accountable for Organizational Change
Stakeholder involvement is critical in ensuring successful
implementation of organizational change. Stakeholders are the
different individuals and organizations that have vested
interests in the change process is initiated. These could be the
employees, management, customers, or other secondary
stakeholders (Cheema, Akram, & Javed, 2015). Each
stakeholder is affected differently by the change process based
on the nature of their interests and association with the
organization (Burnes, 2009). Stakeholder involvement in change
is important because it ensures everybody’s interests are taken
care off in the change implementation process (Medley & Akan,
2008). This is crucial in minimizing any instances of resistance
to change since it is easier to build consensus among the various
stakeholders on the right approach to adopt and implement the
change process.
There are several approaches to implementing stakeholder
involvement in change. For instance, the stakeholders can
participate in the change management process by sharing their
views, opinions, and concerns about the change. This is usually
done before the change is implemented. This is an important
step in managing the expectations of various stakeholders and
allaying their fears reading the change process (Burnes, 2009).
Furthermore, the collection of views helps to create consensus
and develop a common understanding regarding the direction in
which the organization intends to take with the new change
process.
The other approach for implementing stakeholder involvement
in the change management process is through training and
development. Once a new change has been adopted and
implemented, it is important to train the stakeholders affected

by it on how to incorporate it into their day-to-day operations
(Burnes, 2009). This is important for employees whose work
may have been affected by the adoption of new technologies and
systems.
Finally, the stakeholders can also be incorporated into the
project at the end of it by providing feedback on the change
process. This is during the evaluation phase at the end of the
change process to determine whether the change has been a
success or failure based on its initial objectives (Cheema,
Akram, & Javed, 2015). The stakeholders affected by the
change must be given time to provide feedback regarding the
change process to see if it has been able to improve their
working conditions in the organizations.
Nevertheless, while ensuring stakeholder engagement in the
change management process is attained, it is also important to
focus on promoting accountability of the various stakeholders in
the change process. Each stakeholder must be accountable for
the role they play in the change process to ensure successful
completion of the process (Burnes, 2009). Accountability can be
enforced through a binding code of ethics that holds all
stakeholders together, the existing legal framework, and the
commitment to each stakeholder in playing their role in the
process.
LO5.1: Recommended Ways to Measure Success of
Organizational Change
The success of any change management process can be
evaluated in different ways. For example, the success of the
change can be evaluated based on the goals and objectives that
the project had identified earlier. Each change project is based
on specific goals and objectives. However, during the
implementation process, certain challenges may make it
difficult for the change to achieve these objectives (Burnes,
2009). Therefore, it is important to evaluate the success of the
change project at the end of the implementation process based
on the goals and objectives to determine which among them
have been achieved successfully (Cheema, Akram, & Javed,

2015).
Alternatively, the success of the change process can be
evaluated on the basis of the resource mobilization and
utilization (Cheema, Akram, & Javed, 2015). Successful
projects are able to make use of available resource efficiently to
ensure a smooth implementation process
Finally, the success of the change implementation process can
also be evaluated based on the ability of the organization to
overcome its challenges during the implementation process for
the change. Change management is all about ensuring minimal
interruptions to the change process (Burnes, 2009). Therefore,
at the end of the change, it makes sense to evaluate the level of
success achieved by determining how well the organization was
able to avoid or overcome the various hurdles that might have
stalled the implementation process (Burnes, 2009).
Summary
This change management proposal has sufficiently analyzed a
change management process at Mount Sinai Hospital in New
York City. The proposal has addressed several key issues
involved in organizational change management, including issues
such as change management models, resistance to change,
stakeholder involvement, evaluating change, and the role of
effective communication in change management among other
core issues. Several recommendations have been provided on
how the change implementation process can be improved
through more stakeholder involvement, ensuring sustainability,
training, and motivating stakeholders to embrace the change
process.
References
Appelrouth, S., & Edles, L. D. (2008). Classical and
contemporary sociological theory: Text and readings. Los

Angeles, Calif: Pine Forge Press.
Burnes, B. (2009). Reflections: Ethics and Organizational
Change - Time for a Return to Lewinian Values. Journal Of
Change Management, 9(4), 359-381.
Carter, L., Ulrich, D., & Goldsmith, M. (2004). Best Practices
in Leadership Development and Organization Change: How the
Best Companies Ensure Meaningful Change and Sustainable
Leadership. Hoboken: Wiley.
Cheema, S, Akram, A, & Javed, F. (2015). 'Employee
Engagement and Visionary Leadership: Impact on Customer and
Employee Satisfaction', Journal Of Business Studies Quarterly,
7(2), pp. 139-148.
Medley, B. C., & Akan, O. H. (2008). Creating positive change
in community organizations: A case for rediscovering Lewin.
Nonprofit Management & Leadership, 18(4), 485-496.
Mobley, W. (2010). Advances in global leadership. Bingley:
Emerald Group Publishing Limited.
Mulang, A. (2015). The Importance of Training for Human
Resource Development in Organization. Journal of Public
Administration and Governance, 5(1), 190 - 197.
Mumford, M. D. (2012). Handbook of organizational creativity.
London: Academic Press.
Venditto, G. (2017). How Mount Sinai is transforming its
systems with a multi-year Epic EHR rollout. Retrieved from
https://www.healthcareitnews.com/news/how-mount-sinai-
transforming-its-systems-multi-year-epic-ehr-rollout
Winkler, I. (2010). Contemporary leadership theories:
Enhancing the understanding of the complexity, subjectivity and
dynamic of leadership. Berlin, Germany: Physica-Verlag.
HR006: Leadership, Systems Thinking, and Change
Management: Evaluate principles of effective leadership,
systems thinking, and change management to address healthcare
transformation, innovation, and accountability.
Assessment Rubric

0 Missing
1
Needs Improvement
2
Meets Expectations
3
Exceeds Expectations
Sub-Competency 1: Critique traits and factors in leadership that
catalyze change management.
Learning Objective 1.1:
Describe leadership traits exhibited by leadership at a specific
organization that promote success in effecting change in an
organization.
Description of leadership traits exhibited by senior leadership is
missing.
Response identifies fewer than two leadership traits for at least
four members of the leadership team, or identifies traits for
fewer than four members of the team.
Examples of how these traits promote success in change
management are not relevant or not discussed.
Response is not supported by academic/professional resources
or the resources are not relevant.
Response describes two leadership traits for at least four
members of the leadership team.
Specific examples of how identified traits promote success in
effecting change are discussed.
Response identifies the tool(s) used.
Response explains how the tool(s) led to conclusions.
Response is supported by relevant academic/professional
resources.
Demonstrates the same level of achievement as “2” plus the
following:
Response explains how these traits can catalyze change in the
workplace by using examples of why these traits are successful
based on evidence from literature or other organization case

studies.
Evaluate leadership traits and factors that contribute to high
performing teams at a
Evaluation of leadership traits and factors that contributes to
high performing teams at a specific organization is
Response describes fewer than two traits and factors that
facilitate in working with teams.
Response explains how traits and factors were identified and/or
rationale for their inclusion.
following:
Response describes
0 Missing
1
Needs Improvement
2
Meets Expectations
3
specific organization.
missing.
Response does not thoroughly explain how traits and factors
were identified and/or rationale for their inclusion.
Response provides rationale for why these traits and factors
translate to success in working with teams.
Response is supported by relevant academic resources.
examples of leadership traits in action that contribute to high
performing teams that are supported by literature or experiences
of other organizations.

Evaluate leadership traits and factors that promote a culture for
creativity and innovation within a specific organization.
Evaluation of leadership traits and factors that promote a
culture for creativity and innovation within a specific
organization is missing.
Response identifies fewer than three leadership traits and
factors that promote a culture of creativity and innovation in the
workplace.
Response is incomplete and/or unclear.
Response identifies three leadership traits and factors that
promote a culture of creativity and innovation in the workplace.
Response explains why these traits and factors might foster
innovation.
following:
Response describes leadership traits and factors used
successfully in other organizations or supported in literature.
Recommend specific strategies the leadership could apply for
working successfully with teams and effecting change within
the
Description of how leadership traits that foster innovation might
differ from the traits of classical leadership styles is missing.
Response is insufficient and/or inaccurate or unclear.
Response provides two examples of how leadership traits that
foster innovation might differ from those of classical leadership
styles.
Response provides a
following:
Response provides a brief response to this question: Do
organizations need to be more creative and
©2014 Walden University 2

0 Missing
1
Needs Improvement
2
Meets Expectations
3
organization.
rational for selecting these examples.
innovative today than in the past?
Rationale is provided for the response.
Sub-Competency 2: Apply change management theory to
practical scenarios.
Describe an organization and the change that is taking place.
Description of the organization and its change is missing.
Description of the organization and its change are incomplete or
insufficient in detail.
Response clearly identifies the organization including the size,
mission, and location.
Response clearly describes the change taking place in the
organization.
following:
Response includes a description of the organizational culture or
community factors as they relate to size, mission, and location.

Analyze drivers of change in a specific organization.
Analysis of drivers of change in a specific organization is
missing
Factors driving the change are mentioned in vague terms or
insufficient detail.
Response provides an in- depth analysis of the factors that are
driving the change in the organization.
following:
Response includes additional analysis of drivers of change
relating
0 Missing
1
Needs Improvement
2
Meets Expectations
3
examples from literature or similar organizations.
Summarize resistance to an organizational change within a
specific organization.
Summary of resistance to an organizational change within the
context of the selected organization is missing.
Summary of resistance that might be expected is insufficient,

unsupported, and/or unclear.
Summary of resistance that might be expected reflects in-depth
analysis.
Summary shows critical analysis of the reason for the
resistance.
following:
Summary describes a change experienced previously in the
workplace that resulted in resistance and discontent.
Summary explains how the resistance was eventually resolved.
Apply an appropriate change management theory or model to a
specific change within an organization.
Application of an appropriate change management theory or
model to a specific change within an organization is missing.
Response
insufficiently and/or inaccurately describes why a change
management theory or model would be appropriate for this
organizational change.
Response
identifies the change management theory or model that would
be appropriately applied to the organizational change.
Response explains why this theory or model was chosen for the
change and the benefits that are expected.
following:
Response identifies an additional change management model
and briefly explains why it would be less appropriate for this
0 Missing
1
Needs Improvement

2
Meets Expectations
3
Sub-Competency 3: Apply systems thinking to address
organizational challenges while executing organizational
change.
Apply systems thinking to assess the impact of change on an
organization.
Application of systems thinking to assess the impact of change
on an organization is missing.
Response insufficiently, unclearly, or inaccurately describes the
impact of the change throughout the organization.
Applying systems thinking, the response describes the impact of
change expected throughout the organization.
Response describes how other aspects of the organization might
be led to embrace the change.
following:
Response briefly explains the benefit of a systems- thinking
approach to organizational change.
Sub-Competency 4: Analyze strategies, innovation, and
techniques for effecting change.
Recommend strategies and innovations that could be
implemented to effect organizational change.
Recommendation of strategies and innovations that could be
implemented to effect organizational change is missing.
Fewer than three strategies and one innovation are
recommended.
At least three strategies and one innovation that could be
implemented to effect organizational change are recommended.
Recommendations are clearly explained, including rationale for

their selection.
following:
Two or more innovations are presented.
Examples from other relevant organizations’ experiences are
included in the analysis.
Explain the role of communication in a change management
plan.
Explanation of the role of communication in a change
management plan is missing.
Response insufficiently, inaccurately, or unclearly explains the
role of communication in a change management plan.
Response explains the role that communication will play in the
change management plan.
following:
Response briefly describes two problems that might
0 Missing
1
Needs Improvement
2
Meets Expectations
3
arise due to lack of appropriate communication.
Recommend strategies for motivating stakeholders to accept,

embrace, and sustain organizational change.
Recommendation of strategies for motivating stakeholders to
accept, embrace, and sustain organizational change is missing.
Response recommends fewer than three strategies for
motivating stakeholders to accept, embrace, and sustain the
Response recommends at least three strategies for motivating
stakeholders to accept, embrace, and sustain the organizational
change.
Rationale is provided for selection of these strategies.
Response categorizes key groups that might benefit from
targeted motivation strategies. Rationale is provided.
following:
Response describes an example of an organizational change that
was generally well accepted, embraced, and sustained. Response
describes to what this acceptance was attributed.
Recommend training and support required for the successful
implementation of an organizational change.
Recommendation of training and support required for the
successful implementation of an organizational change is
missing.
Response describes fewer than two examples of training and
support.
Response describes two examples of training and support
needed for successful implementation of the organizational
change.
Rationale is provided for these choices.
following:

Response describes an example of an organizational change that
was not accompanied by appropriate training and
0 Missing
1
Needs Improvement
2
Meets Expectations
3
The response is supported by relevant academic resources.
support. What was the result?
Recommend strategies for sustaining an organizational change.
Recommendation of strategies for sustaining an organizational
change is missing.
Fewer than two strategies for sustaining organizational change
are recommended.
Strategies are unclear and/or insufficiently addressed.
Response provides a recommendation of at least two strategies
for sustaining the organizational change.
Response explains why these strategies will be successful for
this change in the organization.
following:
Response describes one reason why an organizational change
might not be sustained.

Explain how stakeholders are involved in and held accountable
for organizational change.
Explanation of how stakeholders are involved in and held
accountable for organizational change is missing.
Response insufficiently or unclearly explains approaches for
involving and holding accountable stakeholders in the
Response explains two approaches for involving stakeholders in
the organizational change.
Response explains two strategies for holding stakeholders
accountable for the organizational change.
following:
Response briefly explains how personal leadership strengths can
be applied to encourage stakeholder involvement and
accountability for the organizational change.
Sub-Competency 5: Evaluate measures of success for
transformational change.
Recommendation of ways
Measures of success are
Three measures of success
Demonstrates the same
0 Missing
1
Needs Improvement
2
Meets Expectations
3
Recommend ways to measure success of organizational change.

to measure success of organizational change is missing.
discussed in insufficient detail and are limitedly related to
transformational change
are clearly explained and related to transformational change.
level of achievement as “2” plus the following:
More than three measures of success are explained and related
to specific aspects of transformational change using supporting
evidence from industry.
PS001: Written Communication: Demonstrate graduate-level
writing skills.
Learning Objective PS 1.1:
Use proper grammar, spelling, and mechanics.
Multiple major and minor errors in grammar, spelling, and/or
mechanics are highly distracting and seriously impact
readability.
Multiple minor errors in grammar, spelling, and/or mechanics
are distracting and negatively impact readability.
Writing reflects competent use of standard edited American
English.
Errors in grammar, spelling, and/or mechanics do not negatively
impact readability.
Grammar, spelling, and mechanics reflect a high level of
accuracy in standard American English and enhance readability.
Organize writing to enhance clarity.
Writing is poorly organized and incoherent. Introductions,
transitions, and conclusions are missing or inappropriate.
Writing is loosely organized. Limited use of introductions,
transitions, and conclusions provides partial continuity.
Writing is generally well- organized. Introductions, transitions,
and conclusions provide continuity and a logical progression of
ideas.

Writing is consistently well-organized. Introductions,
transitions, and conclusions are used effectively to enhance
clarity, cohesion, and flow.
Apply APA style to written work.
APA conventions are not applied.
APA conventions for attribution of sources, structure,
formatting, etc., are applied inconsistently.
formatting, etc., are generally applied correctly in most
instances. Sources are
formatting, etc., are applied correctly and consistently
throughout the paper. Sources are
0 Missing
1
Needs Improvement
2
Meets Expectations
3
generally cited appropriately and accurately.
consistently cited appropriately and accurately.
Use appropriate vocabulary and tone for the audience and
purpose.
Vocabulary and tone are inappropriate and negatively impact

clarity of concepts to be conveyed.
Vocabulary and tone have limited relevance to the audience.
Vocabulary and tone are generally appropriate for the audience
and support communication of key concepts.
Vocabulary and tone are consistently tailored to the audience
and effectively and directly support communication of key
concepts.
PS005: Critical Thinking and Problem Solving: Use critical-
thinking and problem-solving skills to analyze professional
issues and inform best practice.
Analyze assumptions and fallacies.
Analysis of assumptions is missing.
Response is weak in assessing the reasonableness of
assumptions in a given argument.
Response does not adequately identify and discuss the
implications of fallacies or logical weaknesses in a given
argument.
Response generally assesses the reasonableness of assumptions
in a given argument.
Response identifies and discusses the implications of fallacies
and/or logical weaknesses in a given argument.
Response clearly and comprehensively assesses the
reasonableness of assumptions in a given argument.
Response provides a detailed and compelling analysis of
implications of fallacies and logical weaknesses in a given
argument.
Generate reasonable and appropriate assumptions.
Assumptions are missing.
Response does not adequately present and discuss key
assumptions in an original argument.

Response presents and discusses key assumptions in an original
argument.
Response justifies the reasonableness and need for assumptions
in an original argument.
Assess multiple
Assessment of multiple perspectives is missing.
Response does not identify nor adequately consider multiple
perspectives or
Response identifies and considers multiple perspectives and
Response justifies selection of chosen alternative relative to
0 Missing
1
Needs Improvement
2
Meets Expectations
3
perspectives and alternatives.
alternatives.
alternatives.
others.
Use problem-solving skills.
Problems and solutions are not identified.
Response presents solutions, but they are ineffective in
addressing the specific problem.
Response presents solutions that are practical and work in
addressing the specific problem.
Response presents compelling supporting arguments for
proposed solutions.
PS006: Information Literacy: Apply appropriate strategies to

identify relevant and credible information and data in order to
effectively analyze issues and make decisions.
Synthesize data to create an effective graphic interpretation.
Graphic is missing.
Graphic is incomplete or ineffective in its presentation of data.
Data are synthesized appropriately and presented in an
effective, informative graphic.
Data are synthesized critically and presented in an effective,
informative, and visually impactful graphic.
This assessment has two parts. Click each of the items below to
complete this assessment.
In preparation for this Assessment, select a healthcare
organization with which you are very familiar and where you
have access to information necessary to complete the
Assessment. Identify a specific change that is being
implemented now or one that is in the near future (within the
year).
Because effective leadership is critical to successfully planning
and managing organizational change, you will conduct a
confidential inventory and analysis of specific leadership traits
and factors that leadership implementing the change possess and
use. Effective leadership involves collaborating with individuals
but also participating in and facilitating teams. Thus,
assessment of team skills needs to be a part of your inventory
and analysis.
Create an Organizational Leadership Development Report (4–6
pages) as follows:
· Observe the leadership team implementing the change in your
chosen organization, and analyze their actions and behaviors for

leadership traits that promote success in effecting change in the
organization. List these traits, and explain your analysis
process.
· Evaluate leadership traits and factors that could contribute to
leading high performing teams.
· Evaluate leadership traits that could promote a culture for
creativity and innovation in the workplace. Discuss whether
these traits are exhibited by any of the leaders implementing the
change in your chosen organization. Explain how you assessed
ability to be creative and innovative. Compare how these traits
differ from and/or the same as those of classical leadership
styles.
· Recommend specific strategies the leaders could apply for
working successfully with teams and effecting change within
the organization.
The ability to manage and adapt to change is essential in
healthcare organizations. Whether internally or externally
prompted, the implementation of changes in the workplace
environment has become commonplace. Because change, even
changes that are perceived as positive, is almost always
unsettling, it is crucial that administrators and managers
understand the change process and plan carefully for its
implementation. Innovative approaches to change management
related to your chosen project might help you see possibilities
that may not have been evident before. A Change Management
Proposal will serve as the guide for effective execution of
strategic change.
Create a Change Management Proposal (7–10 pages, including
graphs or charts and a 1-page executive summary) as follows:
· Describe the specific organization including size, mission, and
location. Describe the change that is taking place (or is
scheduled to take place) in the organization.
· Analyze what is driving the change to take place.
· Given the parameters of the change, describe the resistance
you might expect, and why.

· Evaluate change management theories and models, and select
one to apply to the change occurring in the organization.
Provide rationale for why you selected this theory or model.
· Apply systems thinking to address the impact of the change
throughout the organization.
· Recommend strategies and innovations that could be
implemented to effect the organizational change, and provide
rationale for the recommendations.
· Explain the role that communication will play in your plan.
Analyze how communication could be used to handle concerns
and doubts of stakeholders.
· Recommend strategies you will use to motivate stakeholders
and prepare them to accept, embrace, and sustain the change.
Categorize key groups that you anticipate will require targeted
motivation strategies.
· Recommend training and support required for the successful
implementation of the organizational change.
· Recommend strategies for sustaining an organizational change.
· Explain how stakeholders are involved in and held accountable
for the organizational change.
· Recommend ways to measure the success of the organizational
change and when transformational change has occurred.

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