Change Modelstudents Nameinstitutional Affiliationdatethe Global 8 St ✓ Solved
Change Model Student’s Name Institutional Affiliation Date The Global 8-steps Change Model The Global 8 steps change model was developed after a survey of several change models that have been put in place by different organizations. The model focuses on how people are to experience change and in cooperate it to facilitate the desired change in the organization. The 8-steps articulated in change will facilitate the implementation of the strategic process. This will helps the organization to integrate and respond to the forces that will hinder the change. The Global 8-steps Change Model The model consists of the following 8 steps Creating the urgency Build awareness Form the vision Get everyone to desire for change Facilitate knowledge Removing barriers Boosts people ability Reinforce the change The Global 8-steps Change Model The steps of the ‘The Global 8-steps Change Model’ should follow one another in the order provided in the infographic.
When the steps have reached the end and the change has not been successful incorporated to the organization, the steps are to be repeated. 4 Create urgency Build awareness Form vision Get everyone to desire for change Facilitate knowledge Remove barriers Boost peoples ability Reinforce change 1. Creating the urgency A sense of urgency for the change in the organization is created. This helps in motivating the employees and getting them engaged to the various processes for articulating the change. Having a convincing dialog about what is happening and what the change will do makes the urgency to build and feed itself.
Communication for creating the urgency is created to the employees through various communication techniques. They include meetings, posters, and emails among others. Here, the potential threats and scenario of what could happen in the future are developed. Opportunities to be exploited are well examined and honest discussions for convincing the people communicated. . Build awareness After creating the urgency for change, it is important to communicate it in order to create awareness.
It is more than just announcing the change but providing a concrete explanation of how the change come about and it is of what benefit. When creating the awareness for change, focus more on the benefits and allow the employees to contribute to the change. . Form the vision With the ideas and solutions from the change are linked together to form an overall vision that will be easy for people to grasp and remember. Having a clear vision helps is essential as it facilitates understanding as it gives a summary of what is required. This is accompanied with the strategies that will be used to execute to the vision.
Vision is developed through forming a short summary of about two sentences that captures the whole change. . Get everyone to desire for change Leaders are among the core people in the organizations that will aid in fostering for change. Leaders are the ones who connect with the people that will be affected by the change. Appropriate leaders are to be selected to ensure they provide proper guidance and support to the people that are to be affected by change. The desires for change should be greater that the desires for the organization to stay the same Since employees have understand that their need to be a change does not imply that they want the change.
For the change to be executed, they have to desire for it. When coming up with these desires, it should be at the back of the mind that resistance to change are the major obstacles and they should be dealt with accordingly. . Facilitate knowledge Knowledge is mainly about training and educating the people involved to the change to prepare them for transition. Before change is executed, it is important for the organization and the people involved to understand the way in which their responsibilities, processes, skills, and tools will change. Knowledge building has to be specific since people will be affected individually directly to their responsibilities.
Enough time should be taken to evaluate the skills, duties, and skills that will be changed as a result of change. This is important as it helps in planning and scheduling for the necessary skills and knowledge development. Some of the ways to pass knowledge includes mentoring, blog series, meetings, training, and videos. . Removing barriers Examples of the barriers to be removed is the resistance to changed. Before change has been made in an organization, barriers are continually checked and removed as people are empowered.
Changed is mirrored to the organization structure, culture, and performance to ensure they are inline with organization's vision. For proper removing of the barriers, change leaders are hired or identified in the organization that will play a major role of change delivery. . Boosts people ability Boosting their ability to change is promoted with ones confidence in the capabilities of making change. Hands on training is one of the essential aspects that helps in boosting peoples ability as members have a chance of interacting with the change before it has been put in place. Besides, it helps in identification of the issues that are projected to affect the change and works on them at the early stages.
The ability of the employees can also be boosted through the creating of the short term wins and celebrating each achievement. . Reinforce the change After the change has been implemented and the people ability boosted, it is important to reinforce it. This should be backed up with motivations to maintain and build enthusiasm. When people go back to the old behaviors, correct them in private immediately they have been identified. Continually, collect all the feedbacks and listen to the employees for the adjustments.
A time frame for the reinforcement has to set to establish if the change is successful or not. If the change is too slow, the change leaders can accelerate it basing on the resources in the organization. 12 Methods to evaluate the need for change Key Performance Indicators (KPI) (Hristov & Chirico, 2019) Technical indicator – these includes the high-technological tools that helps in achieving more in terms of the products and services (Meyer, 2020). Social indicators – this is the working climate that gives a very strong indicator immediately there is the need for change (Meyer, 2020). Hristov, I., & Chirico, A. (2019).
The role of sustainability key performance indicators (KPIs) in implementing sustainable strategies. Sustainability, 11(20), 5742. The KPI provides clear indication to the need for change as it tracks productivity, efficiency, and growth. A fluctuation in either of the three factors indicates that there is a need for change. The technical indicators includes improvement in the technological equipment that are used to increase productivity in a certain organization for it to be in the competitive level as other companies.
The social indicators includes the things like demotivation, frustrations, and lack of energy from the employees to perform their normal duties. 13 Approaches and criteria for choosing individuals necessary for change initiative and strategies for stakeholder support to overcome resistance The approaches and criteria for choosing individuals necessary for change initiative are: Diversity of the knowledge Responsibility and ownership Flexibility Be black and white thinker The strategies for overcoming resistance to change includes: Communicating the change in advance Educating people on the importance of change and how it will be executed. Setting clear goals Recognizing change 14 Communication, implementation, and sustainability strategies The communication strategies that will be used are: Focusing on the change Listening to all the participants Training Using the right tone (Perryer, 2018) The implementation strategies to be used are: Planning careful Create an appropriate roadmap Being transparent Communicating in advance Sustainability Strategies Establishing the appropriate mindset to the employees and all the people to be involved in the change process Accepting the failures and recovering from them as fast as possible Being consistent always.
Celebrating the small bits of achievements. Sustainability enables us to remain in the change and overcome the barriers. It is to ensure there is sustainability, it is very essential to have a proper mindset and celebrate the wins accomplished. 16 Relevance of The Global 8-steps Change Model and How it Will Work With the Organization Culture The steps in the model skillful turns the members of the organization that are resistance to change to accept the change through transparency, trust, and teamwork. Employing the goals together, creating a vision, and education the participant on how to deal with the change makes the model to be outstanding among other models for change.
Facilitates change both in individual and organization level. Conclusion The Global 8-steps Change Model will led to sustainable change because it tends to identity the barriers for change before the whole process has been implemented. This helps in providing solutions to the challenges at an early stage. Besides, it articulate the knowledge to the people for change and motivating them which are among the core aspects for change. Lastly, it is a combination of more than two models put in one which has increased its effectiveness and efficiencies.
References Perryer, S. (2018). 20 effective communication strategies for the workplace. Retrieved from: Meyer, J. (2020). Indicators for the need for change.
Paper for above instructions
Change ModelStudent’s Name
Institutional Affiliation
Date
The Global 8-Steps Change Model
Change is an inevitable part of organizational growth and adaptation. To navigate this complexity, various change models have been developed, with one of the most effective being the Global 8-Steps Change Model. This model distills the change process into eight actionable steps aimed at facilitating both understanding and acceptance of change across an organization. The model is refined through some of the most prominent change theories and practices, and it can enhance the chances of successful change adoption in any organization.
The Global 8-Steps Change Model
The Global 8-Steps Change Model consists of the following steps:
1. Creating Urgency
2. Building Awareness
3. Forming the Vision
4. Getting Everyone to Desire Change
5. Facilitating Knowledge
6. Removing Barriers
7. Boosting People's Abilities
8. Reinforcing the Change
This structure of incremental and linked steps aims to enact change systematically. If an organization's change effort encounters setbacks, it is recommended to revisit previous steps to strategize anew (Kotter, 1996).
1. Creating Urgency
Creating urgency is essential for setting the tone for change. It instills motivation within employees and demonstrates the necessity for transformation. According to Kotter (1996), effective communication about the reasons behind the urgency helps employees feel that their involvement in the change process is crucial. This can be done through meetings, newsletters, and digital platforms. Establishing a “burning platform” of reasons outlining the threats, opportunities, and potential benefits can significantly improve engagement (Benn et al., 2014).
2. Building Awareness
Once urgency is created, it is essential to ensure that employees comprehend the need for change. It goes beyond merely announcing changes; it involves explaining the rationale in a way that connects with employees' sentiments and experiences. Building awareness can be achieved through workshops, face-to-face conversations, and open forums for discussion, where employees can express their concerns (Hiatt & Creasey, 2003). This phase is critical as it lays the groundwork for collective understanding and involvement.
3. Forming the Vision
A well-defined vision serves as the foundation for organizational change. Vision aids in clarifying the direction and expected outcomes of the change process. A vivid and succinct vision can motivate action and commitment from employees (Senge, 1990). During this step, it is crucial to involve employees in brainstorming sessions, promoting collective ownership of the vision, and silencing skepticism surrounding the changes on the horizon (Gilley et al., 2009).
4. Getting Everyone to Desire Change
Leaders play a significant role in fostering a desire for change within the organization. Employees must not only understand the necessity of change but also feel motivated to participate actively. Effective change leaders must exhibit empathy while they support team members, empowering them to contribute their ideas and feedback (Kirkpatrick & Kirkpatrick, 2006). In practices, this can involve the formation of change champions or ambassadors who can positively influence their peers.
5. Facilitating Knowledge
Knowledge transfer and education are paramount in successful change implementation. Employees need to develop new skills and understand changes in processes or technology that may result from the transition (Hurst & Weller, 2020). Offering training sessions, mentoring programs, and easy access to resources will ensure everyone is adequately equipped to transition smoothly (Buchanan et al., 2014). This step also involves continuously assessing individual skill gaps to tailor training effectively.
6. Removing Barriers
Resistance to change often stems from perceived threats such as job security, uncertainty, or cultural dissonance within the organization. Identifying and addressing these barriers must be conducted proactively (Buchanan et al., 2005). Leadership must engage teams in discussions to surface issues and actively work to remove those barriers, either in terms of policies, resources, or support levels. Utilizing feedback mechanisms designed to capture employee sentiments can uncover resistance points early on.
7. Boosting People’s Abilities
Enhancing employees' capabilities stems from building confidence in their ability to adapt to change. Implementing hands-on training and creating opportunities for practice can help employees feel more prepared for transitions (Schreiber, 2021). Recognizing and celebrating small wins during this step also generates enthusiasm and reinforces positive behavior toward change (Armstrong, 2006).
8. Reinforcing the Change
After the change has been solidified, reinforcement mechanisms should be put in place to ensure lasting adaptation. Monitoring progress and establishing a feedback loop will generate necessary adjustments (Williams & O'Reilly III, 1998). Leaders should recognize efforts and accomplishments through rewards or acknowledgment in order to bolster motivation and maintain momentum for further change.
Conclusion
The Global 8-Steps Change Model offers a comprehensive framework to navigate the complexities of organizational change effectively. By emphasizing the importance of communication, education, and reinforcement throughout the process, organizations can cultivate a culture that is not just adaptable but one that thrives on innovation. Given the changing landscapes of modern business environments and corporate culture, adopting this model may provide organizations with a structured pathway toward achieving transformative change.
References
1. Armstrong, M. (2006). A Handbook of Human Resource Management Practice. Kogan Page Publishers.
2. Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational Change for Corporate Sustainability. Routledge.
3. Buchanan, D. A., Fitzgerald, L., & Ketley, D. (2005). No Going Back—A Review of the Literature on Sustaining Change. Journal of Organizational Change Management, 18(5), 486-498.
4. Buchanan, D. A., et al. (2014). The Role of Balanced Change Management in Achieving Sustainable Health Care System Transformation. Journal of Health Services Research & Policy, 19(4), 226-231.
5. Gilley, K. M., et al. (2009). Organizational Change: Motivation, Process, and Leadership. Performance Improvement Quarterly, 22(1), 3-21.
6. Hiatt, J. M., & Creasey, T. J. (2003). Change Management: The People Side of Change. Prosci Research.
7. Hurst, D. K., & Weller, R. (2020). The Importance of Knowledge Management in High-Performance Organizations: A Historical Perspective. Journal of Organizational Culture, Communications and Conflict, 24(1), 1-15.
8. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
9. Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating Training Programs: The Four Levels. Berrett-Koehler Publishers.
10. Schreiber, D. (2021). Organizational Change in Times of Crisis: A Practical Guide to Effective Implementation. International Journal of Change Management, 21(3), 289-305.
By adhering to these steps and considerations, organizations can set themselves on a path toward successful and sustainable change management.