LDR 615 Compare and contrast two different change models
LDR 615 Compare and contrast two different change models
Change models allow nurse leaders in organizations to implement changes aimed at improving overall quality of care. The two change models in this case include Lewin’s change process and Kotter’s model. Comparing these models is essential before one embarks on a change initiative as one may be appropriate for certain types of projects compared to others. Lewin’s change model entails three different stages for one to create urgency for organizational transformation. These include unfreezing, change, and refreezing (Harrison et al., 2021). On its part, Kotter’s change model comprises of eight elaborate steps for change implementers to effect initiatives aimed at organizational transformation.
The two models are similar since they all aim at implementing changes. They are simple to follow based on their steps or stages. Conversely, they differ as Kotter’s change model entails eight steps while Lewin’s three steps. Further, Kotter’s model is more elaborate and focuses on incremental steps. Lewin’s model is simplistic and may not capture all aspects of change (Stoller, 2021). For instance, Kotter spells out the need to create short-term wins and integrate them in organizational processes. However, Lewin’s model does no mention such wins as essential.
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Leadership approaches are also essential as leaders adopt styles that resonate with their subordinates.
Transformational and servant leadership approaches are the most effective models in nursing since they focus on changes through empowerment of subordinates. As such, the leadership approach would entail using aspects of transformational and servant models to implement changes in the organization based on Kotter’s change model (Borkowski et al., 2020). The approach is effective since it integrates different components of transformational and servant leadership attributes like empathy, listening, empowering, and building of teams to attain a common goal.
Borkowski, N., & Meese, K. A. (2020). Organizational behavior in health care. Jones & Bartlett
Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H.
(2021). Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of healthcare leadership, 85-108. DOI: 10.2147/JHL.S289176
Stoller, J. K. (2021). Change: leadership essentials for chest medicine professionals. Chest,
159(4), 1559-1566. DOI: 10.1016/j.chest.2020.09.094.
Implementation is complex and challenging, needing creative processes to motivate
people, to turn plans into actions (Suphattanakul, 2017). Leadership is an essential
component needed to encourage and motivate workers' behaviors. Organizations
must focus on leaders committed to the organization's vision and who can create,
monitor, encourage, and reward throughout the change initiative. Leaders help the
follower align their values with the organization's values, promoting shared values
within the organization (Singh, 2013). A transparent leader creates a safe culture for
people to speak from their heads and hearts, saying what they mean. This open
communication can lead to faster error correction and better decision-
making. Without a leader who can build a transparent organization, where people
can live with their values, employees often follow their own goals, which may be
different or even conflict with those of their colleagues. Leaders have a tremendous
influence on the workplace, and their styles must be strategically aligned to
accommodate the organizational culture for successful change completion.
Singh, A. (2013). A Study of Role of McKinsey’s 7S Framework in Achieving
Organizational Excellence. Organization Development Journal, 31(3), 39–50.
Suphattanakul, O. (2017). Role of transformational leadership in effective strategic
implementation with the moderating effect of organizational culture. Journal of
Business and Social Review in Emerging Economies, 3(2), 253–262.
Thank you for your post! It is essential for leaders to be role models and cheerleaders representing and presenting the change going forward within the organization. “Workers experiencing recent or current change were more than twice as likely to report chronic work stress compared with employees who reported no recent, current or anticipated change (55% vs. 22%), and more than four times as likely to report experiencing physical health symptoms at work (34% vs. 8%)” (CBIA, 2017) and having a leader that cheers on the team and is positive about changes will reduce stress of the change. In general individuals do not like change, when they are comfortable, they would rather stay completing tasks as they always have, and change comes as a challenging stressful difficult time for many, leading staff to perform tasks out of their comfort zone. Leaders can be role models and cheerleaders through communication, collaboration, and commitment to help the implementation of the change (Center for Creative Leadership, n.d.). According to Connell (2019) “the effective change leader demonstrates strong facilitation, influence, and collaboration skills necessary to build support, remove barriers and reduce resistance to change. The change leader must be able to enhance/ build the Systems & Structures necessary to drive the required change, reward desired behaviors and prevent organizational backsliding. The effective change leader identifies the key stakeholders and implements influence strategies to gain their support in helping to “model the behaviors that create the experiences needed to change beliefs resulting in actions that deliver expected results”. Staff will transition into the new change role more effectively if the leader is open, honest, encouraging, and positive about the change that is occurring or that has occurred. Leaders have a huge impact and are inspiring and motivating to staff within the organization and can cheer their staff on along the way!
Center for Creative Leadership. (n.d.). How to be a successful change leader. https://www.ccl.org/articles/leading-effectively-articles/successful-change-leader/
Connecticut Business & Industry Association (CBIA). (2017). The impact of organizational change on employees. https://www.cbia.com/news/hr-safety/the-impact-of-organizational-change-on-employees/
Connell, S. (2019). Change leadership. Quality in Mind. https://asq.org/blog/2019/06/change-leadership/
Thank you for sharing your post with us. I love the servant leadership model and how it impacts others in an organization. Creating followers is important, especially if you want a change in an organization. I have worked with bosses that just give orders, and I have had bosses that provide guidance and assist their employees. At the end of the day, you must do what is best for the organization, and I truly believe that servant leadership can make all the difference. Out of the two models you presented, I have to say the McKinsey 7-S Model would go along with my style of leadership. I think this model would allow me to follow servant leadership, communicate effectively with my employees, create followers, promote change, and ensure my employees were a part of each step along the way. I think it is important to get the buy-in of your employees. In my current organization, each year they send out a survey to everyone in the organization. These surveys are done annually; however, we also have some for our newer employees after their 30-, 60-, 90-, and 6-month mark. This allows the organization to obtain feedback from the employees to see how we can change the organization for the better. I have seen success in this, and many positive changes have come out of this. It allows us to change training, offer incentives, plus so much more. This is also how we can determine how to approach a change, and I think the 7-S Model would be something that would go along with this process. Looking at your current organization, and the change you believe could be beneficial, which model would you use to bring the change to the organization? How would you get your employees involved?