Organizational Change Theories and Practices

Organizations that implement change successfully will record positive outcomes within a short period. Any form of transformation will present new ideas, practices, and initiatives that can deliver desirable results. The issue of proper leadership is critical since it supports the entire process. This paper describes some of the key aspects that business firms should consider whenever introducing, implementing, and managing organizational change.

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Impact of Change on Employees

Many successful and progressive companies encourage all employees to embrace and be part of every change. Some of the recommended transformations will deliver better working conditions. In most of the cases, the emerging situations tend to be appropriate and admirable to the workers. For example, a company might decide to introduce superior computer systems for delivering the intended services to different customers. This move will have a positive impact on different employees and make it possible for them to achieve their goals (Batras, Duff, & Smith, 2016). Most of the proposed changes eventually deliver advanced procedures and strategies that can empower the targeted employees.

Change is usually associated with new organizational structures and cultures. Such introductions tend to resonate with the company’s business model. This means that workers in such firms will be able to solve their problems much faster, engage in decision-making, and empower one another (Muraliraj, Zailani, Kuppusamy, & Santha, 2018). Positive leadership styles will also emerge whenever a new change is suggested. Such aspects will result in better working conditions and make it possible for them to achieve their personal and organizational objectives.

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.

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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 complaints (Muraliraj et al., 2018). The second phase is to introduce new procedures that can drive organizational performance. The final phase is usually aimed at making the implemented change part of the organization. This plan of action will eventually deliver positive results.

Resistance to Change

Leaders and managers should accept the fact that many employees and corporations tend to resist change. This means that they should recognize any form of objection and overcome emerging barriers using evidence-based strategies. They can do so by monitoring the responsiveness of supervisors, teams, and individual employees during the first stage of the change process. Some of the key observations might include increased levels of absenteeism, reduced cooperation, and poor results (Batras et al., 2016). They can overcome such barriers to change using evidence-based strategies.

The most appropriate framework for managing resistance should be informed by the concept of leadership. An effective managerial style is essential since it will begin by guiding supervisors to accept the existence of resistance. The leader will then use his or her competencies to empower and mentor all employees. The next stage of the strategy is to address outlined grievances (Palmer et al., 2009). Leaders can appoint group coordinators to minimize the negative impacts of change. Training sessions are also needed to educate more people about the importance of the intended transformation.

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Vision for Change

A powerful vision should support every change if it is to deliver positive results. There are specific key elements of any vision for change. For instance, it should capture attention of all participants and partners. The vision should identify the major reasons for the change and how it will transform all people’s experiences. This document should also outline the benefits that the company might record after implementing the targeted change successfully (Palmer et al., 2009). Such attributes will minimize chances of resistance or conflict.

A powerful communication strategy is necessary to ensure that all stakeholders understand the above elements contained in the vision. The change leaders should have a detailed plan that indicates how ideas, concepts, and information will be shared throughout the process. The manager can appoint communication managers to deliver timely updates about the vision (Palmer et al., 2009). Some of the avenues that can support this process include the company’s website, social media, office memos, and notice boards. Stakeholders should be aware of the best channels to present their ideas and insights. The plan should also describe how the change initiative will be implemented and when final results are anticipated.

Sustainable Change

Many organizational leaders introduce superior and sustainable changes that can make their companies appropriate case studies. This goal is achievable when a given firm considers an evidence-based model to deliver positive results. The most appropriate plan should be simple, realistic, and appropriate for both large and small business organizations (Palmer et al., 2009). The ultimate objective should be to introduce superior processes and practices that can eventually drive organizational performance.

The proposed plan begins by informing all stakeholders and employees about the importance of the intended change. This echoes the ideas associated with Lewin’s model. The approach will encourage all players to support the process, solve emerging problems, and share ideas. Leaders will use this stage to develop a vision for change and communicate it to all individuals. The second stage is introducing the intended practices, cultures, initiatives, or procedures (Palmer et al., 2009).

This phase is necessary since those involved will present superior actions that can maximize performance. The third stage is making the introduced practices and procedures part of the company. Individuals and stakeholders will find meaning in the new culture. Finally, change leaders will engage in constant monitoring to identify any potential resistance and support the intended goals. Such a model will eventually make the targeted company sustainable and successful.


The above sections have presented various attributes that companies implementing change should take seriously. Some of them include the application of powerful models, vision for change, and effective communication. Leaders should also identify sources of resistance and address them using evidence-based approaches. A proper analysis of the above attributes can empower managers to achieve sustainable changes for their respective companies.


Batras, D., Duff, C., & Smith, B. J. (2016). Organizational change theory: Implications for health promotion practice. Health Promotion International, 31(1), 231-241. Web.

Muraliraj, J., Zailani, S., Kuppusamy, S., & Santha, C. (2018). Annotated methodological review of Lean Six Sigma. International Journal of Lean Six Sigma, 9(1), 2-49. Web.

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Palmer, I., Dunford, R., & Buchanan, D. A. (2009). Managing organizational change: A multiple perspectives approach (3rd ed.). New York, NY: McGraw Hill Higher Educations.

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