Organizational Change Theories and Practices

Change Models

Business organizations that want to transform their processes and strategies should embrace the power of change. Throughout the initiative, leaders and managers use powerful theories to diagnose the need for transformation. The application of different models emerges as an evidence-based approach that guides professionals to record positive results. For example, Kurt Lewin’s change model has three stages for leading every process of change. The first stage of this tool empowers managers to refreeze the situation. This strategy is usually aimed at examining the reasons why new procedures, styles, or products are needed (Palmer, Dunford, & Buchanan, 2009). During the same phase, supervisors prepare all employees and partners for the proposed new change.

Similarly, the Lean Six Sigma model presents the DMAIC (Define, Measure, Analyze, Improve, and Control) approach to support leaders intending to implement new change. The first phase of this tool is appropriate since it makes it possible for companies to diagnose the need for change (Muraliraj et al., 2018). This revolves around the analysis of potential gaps, weaknesses, and sources of wastes that might disorient performance. The next stage is to measure and understand how new strategies will make a difference for the firm and eventually promote continuous enhancement.

Leadership Model

Organizations can implement different types of change depending on the targeted objectives. These transformations might focus on various areas, such as the introduction of a superior culture and the transformation of processes. However, there will always be external, multi-level, or internal levels of organizational factors that tend to drive change (Muraliraj et al., 2018). This means that companies should have powerful leadership models to support any form of transformation.

For a change focusing on product enhancement, a charismatic leadership model is necessary since it will encourage different employees to focus on the best services or goods. The manager will have to offer incentives and inputs to support the initiative (Batras et al., 2016). A democratic style or model of leadership is essential if a company intends to introduce a new culture. This approach will ensure that all workers are empowered.

They will also make superior decisions to support the process. Servant leadership is a powerful model for managing a transformation focusing on new organizational procedures. Such an approach will make it possible for the followers to be involved and eventually deliver positive results. These models are evidence-based and can address various factors, including political situations, social factors, economic performance, existing organizational structure, and corporate social responsibility (CSR).

Mission and Vision

Whenever implementing change, leaders should always ensure that every initiative is aligned with the existing mission and vision. This means that the intended practices or procedures should be founded on the unique goals that define the company’s business model. The mission gives a clear image of every company’s future expectations and service to all stakeholders and partners (Palmer et al., 2009). Throughout the change process, managers will have to ensure that the existing culture resonates with it. All persons involved in the process will understand why a new transformation is necessary.

The mission and vision will become powerful guiding principles for all employees. They will also use the unique values, symbols, and procedures that form an integral part of the company’s culture. Such a strategy will minimize conflicts and make it possible for the change leader to prepare all stakeholders and workers (Muraliraj et al., 2018). When the transformation is founded on the company’s mission and culture, chances are high that more people will support it.

Change Implementation Model

The selected theory for implementing change is Kurt Lewin’s model. This framework presents these three unique stages: refreeze, change, and freeze (Palmer et al., 2009). Using this tool, the potential causes of change could include the desire to introduce superior cultural practices and procedures in the targeted organization. Such a move can also be aimed at improving performance and ensuring that the targeted customers receive exemplary services.

The best plan of action to implement the intended change will be founded on Lewin’s model. The first stage of the theory will direct the company’s leaders to prepare all stakeholders for the proposed transformation. Educational programs and sessions can sensitive different employees about the importance of the targeted change. They will also be encouraged to support the process and present their