Solved! Compare two different change models. Which one most aligns with your organization and internal stakeholder needs during times of change?
Compare two different change models. Which one most aligns with your organization and internal stakeholder needs during times of change?
Compare two different change models. Which one most aligns with your organization and internal stakeholder needs during times of change? What leadership approach would you use to implement that preferred model? Why is that approach most likely to support the stakeholders through the challenges of implementing change?
When responding to your peers, evaluate their leadership approach from the perspective of an internal stakeholder. Do you find it effective? Would you suggest additional steps or adjustments to encourage success? Why or why not?
Sample Expert Answer
My two selected change models are Kotter’s change model and Lewis’s change model. Kotter’s Change Model consists of 8 stages focused on leadership and engaging people through the change process. It emphasizes creating urgency, forming coalitions, and communicating a vision, aiming to address both emotional and practical aspects of change (Miles et al., 2023). This model is more detailed and tackles most of the hurdles that come with the change process. In contrast, Lewin’s Change Model is simpler, with 3 stages: unfreeze, change, and refreeze.
The model focuses on creating a stable environment for change and is more flexible, suitable for incremental or smaller changes. Lewin’s model emphasizes overcoming resistance through systematic transformation from old behaviors to stabilizing new behaviors (Bakari et al., 2017). Kotter’s model involves active leadership and engagement throughout the process. Kotter’s is more comprehensive, while Lewin’s is adaptable to various contexts.
Given my current context, Kotter’s change model is more ideal during times of change due to its detailed, systematic approach and emphasis on stakeholder engagement (Miles et al., 2023). The model’s emphasis on forming coalitions and clear communication aligns well with the need to manage the organizational, regulatory, or technological complexities that come with the change process. With the steps involved in the model, it is easy to secure stakeholder buy-in, making it well-suited to navigate complex transformations in the organization.
The leadership approach that would be most appropriate to implement the preferred model is the transformational leadership approach. Transformational leadership style, from research, has been proven to encourage motivation from employees and alignment with the organization’s vision (Jun & Lee, 2023). By encouraging innovation and actively engaging employees, transformational leaders can create urgency and a sense of ownership in the change process.
Transformational leaders embrace clear communication, empowering individuals, and building coalitions to drive organizational change. Transformational leadership is likely to support stakeholders through change by motivating the stakeholders, specifically internal stakeholders, and aligning the change with the organization’s vision. By actively engaging stakeholders, providing clear communication, and empowering individuals, transformational leaders can reduce resistance, address concerns, and create a sense of shared purpose, helping stakeholders navigate the challenges of change more effectively and ensuring long-term commitment to the transformation (Jun & Lee, 2023).
References
Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of the theory of planned behavior and Lewin’s three-step model. Journal of Change Management, 17(2), 155-187.
Jun, K., & Lee, J. (2023). Transformational leadership and followers’ Innovative behavior: Roles of commitment to change and organizational support for creativity. Behavioral Sciences, 13(4), 320. https://doi.org/10.3390/bs13040320
Miles, M. C., Richardson, K. M., Wolfe, R., Hairston, K., Cleveland, M., Kelly, C., Lippert, J., Mastandrea, N., & Pruitt, Z. (2023). Using Kotter’s change management framework to redesign departmental GME recruitment. Journal of Graduate Medical Education, 15(1), 98. https://doi.org/10.4300/JGME-D-22-00191.1
