Research Change Models Essay Example for Free

look for Change Models EssayTo make significant and long-term transfer in an plaque, an composition necessarily to follow the guidelines of a modification model, a symptomatic instrument, and change intervention. This paper will discuss two change models, two diagnostic instruments, and two change interventions.Change ModelsThe two change models discussed in this paper ar Lewins Change Model and the body fulfill interrogation Model. Both of these models give a map on how to create change. Lewins model simplifies the process into three steps while the Action Research Model consists of eight steps. Both models three phases Research phase, ever-changing phase, and curing phase (Luckett, 2003).Lewins Change ModelLewin developed one of the precise first models for change precaution (Luckett, 2003). He stated there are two types of people in an organization those who resist change and those who strive for change (Luckett, 2003 JPC, 1995 Spector, 2007). He stated the tw o groups need to be of pit measure to maintain homeostasis (Luckett, 2003 JPC, 1995 Pellettiere, 2006 Spector, 2007). When both groups of people are equal, a frozed state (freeze) is achieved. Lewin (as cited by JPC, 1995) states a cause force is needed to either strengthen the driving forces or weaken the restraining forces to achieve change (para 3). Spector (2007) states, to belch the social habits that support existing patterns of behaviors, effective implementation needs to start with dissatisf natural march, disequilibrium, and discomfort (p. 29). When one billet is strengthened and/or one side is weakened then change (move) can be achieved.During this time, the organization goes through redesign, new roles and responsibilities, and new relationships are made (Spector, 2007). After the change, or movement, is completed, the organization then needs to go back to a state of homeostasis (refreeze). Bridges (2003) echoed Lewins three stages to organizational change in his na ming of the stages Ending, losing, letting go neutral zone, and New Beginning (Bridges, 2003, p. 5 as cited by Stragalas, 2010, p. 31). Lewins model with its three steps whitethorn be too simplistic for many organizations to achieve change. Without a less ambiguous map, the organization may not be able to sustain change.Action Research ModelThe Action Research Model consists of eight steps Problem identification, consultation with behavioral experience expert, data gathering and preliminary diagnosis, feedback to key client or group, joint diagnosis of problem, joint action planning, action, and data gathering after order of battle (Boonstra, 2003 Luckett, 2003). The exist five stages can be perpetual. After the last data gathering, the organization should return to feedback to key client or group. Once the feedback is given, the group may want to continue through the next steps. Whereas the diagnosis is completed through the unfreeze in Lewins model, in the Action Research model , diagnosis is completed during the problem identification, consultation, and data gathering steps (Luckett, 2003, p. 25).The changing phase for Lewin is the move step. In the Action Research model, the changing phase occurs during the feedback, joint diagnosis, action planning, and action steps (Luckett, 2003, p. 26). In Lewins model, the solidified phase takes place during the refreeze. In the Action Research model, solidification takes place during the gathering after the action (Luckett, 2003, p. 26). Moreover, the continual process of feedback analysis solidifies the changes as the occur (Luckett, 2003, p. 27). opposed the Lewin model, Action Research every last(predicate)ows for perpetual analysis that facilitates adjustments in the organizations change plan (Luckett, 2003, p. 28).Diagnostic InstrumentsDiagnostic instruments, or assessment instruments, are used for data collection and to analyze an organization. Without a proper diagnosis, change is very likely to fail (Pell ettiere, 2006). Alderfer (1980) states organizational diagnosis proceeds in there orderly phases introduction, data collection, and feedback (p. 460). The entry phase consists of identifying who will participate in the assessment and if an agreement can be reached (Alderfer, 1980). The data collection phase consists of collecting the information and then analysis of the information (Alderfer, 1980). The feedback phase consists of sharing the results with the organization on with suggestions for the organization (Alderfer, 1980 Preziosi, 2012).The feedback should consist of strengths and weaknesses within the organization (Alderfer, 1980). Salem (2002) states there are three type of assessments morphological assessments, functional assessments, and process assessments. Structural assessments are a snapshot of a specific point in time, functional assessments relates antecedents with actions and outcomes, and process assessments consists of collecting data over an extended period of time (Alderfer, 1980).SWOT analysisSWOT Anlysis is an acronym which stands for strength, weakness, opportunities, and threats (Balamuralikrishna Dugger, 1995 Boonstra, 2003 Hughes, 2007 Mind Tools, 2012 RapidBI, 2010 Renault, 2012). According to Balamuralikrishna Dugger (1995), a SWOT analysis should cover the internal environment and impertinent environment. In regards to education, the internal environment consists of faculty and staff, the learning environment, current students, operating bud lay out, various committees, and research programs (Balamuralikrishna Dugger, 1995, para. 13). external environment includes propective employers of graduates, parents and families of students, competing schools, population demographics, and funding agencies (Balamuralikrishna Dugger, 1995, para. 14).SWOT analysis would be very beneficial to school systems. ground an organizations strengths, weaknesses, opportunities, and threats assists the organization and their leaders to develop a plan of change that will be meaningful, measurable, and achievable. Balamuralikrishna Dugger, 1995 give many drawbacks to the SWOT analysis. They warn against misusing information to justify a previously decided movement of action rather than used as a means to open up new possibilities (Balamuralikrishna Dugger, 1995, para. 19). They in any case warn against cosmos too concerned about labels. For example, in many instances threats can also be considered opportunities depending upon the mind develop of the leader and/or organization (Balamuralikrishna Dugger, 1995).Functional AssessmentFunctional assessments are another diagnostic tool useful to organizations. Functional assessments look at antecedents, behaviors, reasons for the behaviors, and outcomes (Salem, 2002). Antecedents describe what happened before the behavior. The behavior refers to how a person(s) or organization responded to the antecedent. The next question one must ask is why did the person(s)/organization act this vogue? There are several reasons a person or organization responds the way they do. However, there are only a few categories for any given behavior attention, avoidance/escape, and control/tangible (McConnell, Cox, Thomas, Hilvitz, 2001). decision the reasoning behind a behavior can be very important in overcoming a behavior/resistance to change or to repeat desirable behaviors to change. Problems associated with functional assessments often revolve well-nigh lack of direction. What does the organization do with this data? Functional assessments should be followed by goals. Goals are long-term change for an organization. To achieve their goals, organizations need to develop short-term wins, also called objectives.Change InterventionsChange interventions are the planned programmatic activities aimed at bringing changes in an organization (Sadhu, 2009, para. 1). Interventions are detailed maps to help an organization achieve its long-term change. reorient Reward Systems thr ough ObjectivesObjectives are a road map to achieving an organizations long-term goal. Objectives need to be fresh specific, measurable, achievable, realistic, and timely (Morrison, 2010). As employees or other stakeholders meet objectives, a reward system should be set in place. The reward system needs to be appropriate and balanced with regard to the objective and motivate the organization to meet the objective(s) by the deadline. Problems with reward systems include over compensating, under compensating, and the reward not being meaningful to the recipient (Cole, Harris, Bernerth, 2006 Morrison, 2010 Nevis, Melnick, Nevis, 2008 Sadhu, 2009.Polarity solicitude InterventionMorrison (2010) states there are benefits of embracement resistance. He states embracing resistance can speed up the change process, help build strong relationships, help all stakeholders to meet some of their own face-to-face goals, and keeping leaders from taking untimely or inconclusive action (Morrison, 2010, para. 22). Johnson (1992) developed a display panel with four quadrants to depict change initiators and resisters for both individuals and teams. Using this table helps organizations to see the whole picture, understanding where individuals and the organization as a whole is at this time and how to get it individuals and teams from polar opposites to common ground so change can be made (Morrison, 2010). Downsides to Polarity Management Intervention include loosing individual creativity and freedom as well as neglect of personal needs (Morrison, 2010).ReferencesAderfer, C.P. (1980). The methodology of organizational diagnosis. Professional Psychology, 11(3), 459-468. doi10.0033-0175/80/1103-0459. Balamuralikrishna, R., Dugger, J.C. (1995). SWOT analysis A management tool for initiating new programs in vocational schools. Journal of Vocational and Technical Education, 12(1), 5 pages. Retrieved from http//scholar.lib.vt.edu/ejournals/JVTE/v12n1/Balamuralikrishna.htm. Boonstra, J. (2003). Dynamics of organizational change and learning. Chichester Wiley. Cole, M.S., Harris, S.G., Bernerth, J.B. (2006). Exploring the implications of vision, appropriateness, and execution of organizational change. Leadership Organization Development Journal, 27(5), 352-367. doi http//dx.doi.org/10.1108/01437730610677963. Holt, D.T. (2002). Readiness for change The schooling of a scale. Ph.D. dissertation, Auburn University, Alabama. ProQuest Digital Dissertations database. (Publication No. AAT 3070767. Huges, M. (2007). The tools and techniques of change management. Journal of change management, 7(1), 37-49. doi 10.1080/14697010309435. JPC (1995). An ethical, means based, glide slope to organizational change. JPC Media LLC. Retrieved from www.jpcmediallc.com. Linkage (2012). Diagnostic instruments and assessments. Linkage. Retrieved from linkageasia.com/our-leadership-consulting-expertise/diagnostic-instruements-assessments/ Luckett, M.T. (2003). Organizational change an d development. (Unpublished dissertation). Walden University, Minneapolis, MN. McConnell, M.E., Cox, C.J., Thomas, D.D., Hilvitz, P.B. (2001). Functional