Benchmark: Develop a Change Model

Change Model
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Change Model
Introduction
Every organization has to deal with change at some point. The success or lack thereof of the change process is determined by how much an organization invests in the change, the strategies employed to help implement the change, how the change is communicated, and the sustainability strategies adopted. There are numerous change models that an organization can choose from as one looks to introduce a particular change. If the management of an organization seeks to create a meaningful change with a lasting impact, there is a need to assess the change needs of the organization first. The change needs a guide on the change model to be adopted as well as how the change will be carried out. However, change is difficult to attain regardless of the organization. Stouten et al. (2018) note that only one succeeds out of three planned organizational change interventions. This statistic can be quite discouraging considering an organization’s quest and plans to attain lasting, meaningful, and impactful change. However, adopting the right model that fits with the structure of an organization as well as the change needs can help direct an organization through a successful change process. Provided herein is an explication of a change model that seeks to attain a lasting change in an organization with a keenness on strategy, communication, and sustainability.
Change Model
Every change model needs must have proposed steps that help guide the implementation of a change idea. For this proposed change model, several steps are deemed crucial for the successful implementation of change. The steps are as indicated below:
1 Need for Change
2 Creation and Adoption of a Shared Vision
3 Selection of Appropriate Teams for the Change Initiative
4 Communication of the Need for Change
5 Acquire, Assess, and Respond to Feedback from Stakeholders
6 Implement the Change
7 Evaluate the Change
Need for Change
The need for change has to be the first step an organization considers before adopting and implementing a change. At this stage, an organization considers the reasons why a change is needed in the organization. However, this change must resonate with the organization’s needs and be felt like a truly needed change to be adopted by the stakeholders. To communicate the need for change, some organizations make use of urgency messages, which Stouten et al. (2018) warn are likely to induce the need for some change. An organization needs to be careful to communicate a change in a way that influences the perception of the stakeholders. Schulz-Knappe et al. (2019) note that how an organization communicates the need for change determines the employees’ response to the change. Therefore, the need for change must be communicated to drive or move stakeholders to see the need for themselves.
Creation and Adoption of a Shared Vision
The second phase of this change model entails the creation and adoption of a shared vision. After creating the notion that change is needed, the next step entails driving the change forward by adopting a vision shared by all stakeholders. Cole et al. (2006) note that vision helps to justify the need for change. However, while developing this vision, there is a need to consider a vision that is communicated and understood quite easily. The stakeholders should not struggle to understand the need for change and the vision that is driving the change. The vision has to be picturesque; this means that the stakeholders should be able to almost touch the future through it. Jackson (2015) quotes the words of Stephen G. Haines, who said that “vision-driven change is a view of what the ideal future looks like at future time “X.” To a great extent, the stakeholders should be able to see this ideal future.
Selection of Appropriate Teams for the Change Initiative
Building a team to drive change is one of the most difficult steps in the change process, mainly because of the weight that is bestowed upon such teams. These teams are highly scrutinized and often bear the weight of the change process. Therefore, there is a need to select a team that first buys into the idea of the change, has the right skills, and can work together to achieve the goals set. The first strategy that can be used to select such a team is the assessment of their belief in the need for change. However, there is a need to create an atmosphere that drives up confidence in the team. For example, Delizonna (2017) notes that team members should be able to speak their minds without fear of reproach. The second strategy needs to involve the skills that the members have. The skills have to match the change that is being pursued. Collaboration has to be the last strategy employed to select the team members. If people cannot work together, they should not be considered for the same project. Managers must be wary of characters who are not fit to work together.
Communication of the Need for Change
Communication is key while working on a change initiative. Communica...