LDR 615 Benchmark – Change Initiative: Develop a Change Model
LDR 615 Benchmark – Change Initiative: Develop a Change Model
Research the various change models used by organizations today. After assessing these models, create a change model conducive to your field, and that will work within your organization’s culture. This model should serve to implement a strategic process that can help your organization integrate a change and respond to the internal or external driving forces that affect organizational success.
Create a visual representation of your model using a graphic organizer of your choice (flow chart, concept map, etc.). The design of your model will be unique and relevant to your organization, based on a critical analysis of its culture and behavior. However, your model must demonstrate the necessary steps for realistic implementation. Your model will be assessed on the quality of strategic implementation you design, the support you present for your model, and inclusion of the following concepts:
Methods to evaluate the need for change
Approach and criteria for choosing individuals or teams necessary for a change initiative
Strategies to gather stakeholder support and overcome resistance
Once you have created your model, prepare a 15-20 slide PowerPoint presentation to present your model and demonstrate how this model is relevant to your organization and why it will work well within your organization’s culture. In conclusion, discuss why this model will lead to sustainable change when most change initiatives fail. You will utilize this change model for your final paper.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance. LDR 615 Benchmark – Change Initiative: Develop a Change Model
Course Code Class Code Assignment Title Total Points
LDR-615 LDR-615-O500 Benchmark – Change Initiative: Develop a Change Model 110.0
Criteria Percentage Unsatisfactory (0.00%) Less than Satisfactory (74.00%) Satisfactory (79.00%) Good (87.00%) Excellent (100.00%)
Evaluate the Need for Change 10.0% Methods used to evaluate the need for change are not included. Methods used to evaluate the need for change are incomplete or incorrect. Methods used to evaluate the need for change are included but lack explanation and supporting details. Methods used to evaluate the need for change are complete and include explanation and supporting details. Methods used to evaluate the need for change are extremely thorough and include extensive explanation and numerous supporting details.
LDR 615 Benchmark – Change Initiative: Develop a Change Model Choosing Individuals or Teams for Change Initiative 10.0% Approach and criteria for choosing individuals or teams necessary for a change initiative are not included. Approach and criteria for choosing individuals or teams necessary for a change initiative are incomplete or incorrect. Approach and criteria for choosing individuals or teams necessary for a change initiative are included but lack clear explanation. Approach and criteria for choosing individuals or teams necessary for a change initiative are complete and clearly explained. Approach and criteria for choosing individuals or teams necessary for a change initiative are expertly crafted.
Communication Strategies 10.0% Communication strategies are not included. Communication strategies are incomplete or incorrect. Communication strategies are included but are inconsistent with the organizational culture and behavior and/or lack detail and explanation. Communication strategies are completely detailed and explained and consistent with the organizational culture and behavior. Communication strategies are extremely detailed and well explained and align seamlessly with the organizational culture and behavior.
Graphic Organizer: Visual Appeal and Clarity of Change Model 5.0% The change model is not presented using a graphic organizer. The change model is presented using a graphic organizer. Presentation of change model uses garish color or the typographic variations are overused and legibility suffers. Background interferes with readability. Understanding of concepts, ideas, and relationships is limited within the chosen design. The change model is presented using a graphic organizer, but the design does not clearly illustrate the intended change model. Elements do not consistently contribute to the understanding of concepts, ideas, and relationships. There is some variation in type size, color, and layout of the graphic design used. The change model is presented using a graphic organizer that illustrates the change model. Visual connections mostly contribute to the understanding of concepts, ideas, and relationships of the change model. Differences in type size or color are used well and consistently. The change model is presented using a graphic organizer that clearly illustrates the change model. Appropriate and thematic graphic elements are used to make visual connections that contribute to the understanding of concepts, ideas, and relationships. Differences in type size or color are used well and consistently.
Stakeholder Support and Overcoming Resistance 10.0% Strategies to gather stakeholder support and over come resistance are not included. Strategies to gather stakeholder support and over come resistance are incomplete or incorrect. Strategies to gather stakeholder support and over come resistance are included but lack clear explanation. Strategies to gather stakeholder support and over come resistance are complete and clearly explained. Strategies to gather stakeholder support and over come resistance are expertly crafted.
Implementation Strategies 10.0% Implementation strategies are not included. Implementation strategies are incomplete or incorrect. Implementation strategies are inconsistent with the organizational culture and behavior and/or lack detail and explanation. Implementation strategies are completely detailed and explained and consistent with the organizational culture and behavior. Implementation strategies are extremely detailed and well explained and align seamlessly with the organizational culture and behavior.
Sustainability Strategies 10.0% Sustainability strategies are not included. Sustainability strategies are incomplete or incorrect. Sustainability strategies are inconsistent with the organizational culture and behavior and/or lack detail and explanation. Sustainability strategies are completely detailed and explained and consistent with the organizational culture and behavior. Sustainability strategies are extremely detailed and well explained and align seamlessly with the organizational culture and behavior.
Presentation of Content on PowerPoint 10.0% The content lacks a clear point of view and logical sequence of information. Little persuasive information is included. Sequencing of ideas is unclear. The content is vague in conveying a point of view and does not create a strong sense of purpose. Some persuasive information is included The presentation slides are generally competent, but ideas may show some inconsistency in organization or in their relationships to each other. The content is written with a logical progression of ideas and supporting information exhibiting a unity, coherence, and cohesiveness. Persuasive information from reliable sources is included. The content is written clearly and concisely. Ideas universally progress and relate to each other. The project includes motivating rationale and advanced organizers. The project gives the audience a clear sense of the main idea.
PowerPoint Layout 5.0% The layout is cluttered, confusing, and does not use spacing, headings, and subheadings to enhance the readability. The text is extremely difficult to read with long blocks of text, small point size for fonts, and inappropriate contrasting colors. Poor use of headings, subheadings, indentations, or bold formatting is evident. The layout shows some structure, but appears cluttered and busy or distracting with large gaps of white space or a distracting background. Overall readability is difficult due to lengthy paragraphs, too many different fonts, dark or busy background, overuse of bold, or lack of appropriate indentations of text. The layout uses horizontal and vertical white space appropriately. Sometimes the fonts are easy to read, but in a few places the use of fonts, italics, bold, long paragraphs, color, or busy background detracts and does not enhance readability. The layout background and text complement each other and enable the content to be easily read. The fonts are easy to read and point size varies appropriately for headings and text. The layout is visually pleasing and contributes to the overall message with appropriate use of headings, subheadings, and white space. Text is appropriate in length for the target audience and to the point. The background and colors enhance the readability of the text. LDR 615 Benchmark – Change Initiative: Develop a Change Model
Research 10.0% No outside sources were used to support the change model. Few outside sources were used to support the change model. Limited research is apparent to provide support or rationale for the change model. Research is adequate. Sources are standard in relevance, quality of outside sources, or timeliness. General support and rationale is presented for the change model. Research is timely and relevant, and addresses all of the issues stated in the assignment criteria. Adequate support and rationale is presented for the change model. Research is supportive of the rationale presented. Sources are distinctive. Addresses all of the issues stated in the assignment criteria. Strong support and rationale is presented for the change model.
Mechanics of Writing (includes spelling, punctuation, grammar, and language use) 5.0% Surface errors are pervasive enough that they impede communication of meaning. Inappropriate word choice or sentence construction is employed. Frequent and repetitive mechanical errors distract the reader. Inconsistencies in language choice (register) or word choice are present. Sentence structure is correct but not varied. Some mechanical errors or typos are present, but they are not overly distracting to the reader. Correct and varied sentence structure and audience-appropriate language are employed. Prose is largely free of mechanical errors, although a few may be present. The writer uses a variety of effective sentence structures and figures of speech. The writer is clearly in command of standard, written, academic English.
Documentation of Sources (citations, footnotes, references, bibliography, etc., as appropriate to assignment and style) 5.0% Sources are not documented. Documentation of sources is inconsistent or incorrect, as appropriate to assignment and style, with numerous formatting errors. Sources are documented, as appropriate to assignment and style, although some formatting errors may be present. Sources are documented, as appropriate to assignment and style, and format is mostly correct. Sources are completely and correctly documented, as appropriate to assignment and style, and format is free of error.
Topic 4 DQ 1
Discuss the importance of a change agent and a guiding team. What is the purpose of each, and what traits make them successful?
e: Topic 4 DQ 1 Directives
This is week four of our DQ 1 dialog due Thursday but no later than day three (Saturday) of the assignment week. Earlier is better. Please try and not post to DQ 2 before Sunday so that we can enjoy rich dialog as a group on DQ 1. You are asked to read your lecture notes, other course resources and research as you consider the following statement:
Discuss the importance of a change agent and a guiding team.
Please explore the research for support to respond to the following question:
What is the purpose of each, and what traits make them successful?
Please use critical reasoning in your contribution to the discussion. Continue to remain engaged in the discussions and provide comprehensive feedback to your classmates.
Please note and adhere to the following:
DQ One Discussion: Starts Thursday – Ends Sunday (4 days)
Make an initial response to the question or reply to one or more classmates
Post that response/reply no later than day 3 (Saturday) – Dialog until day 4 (Sunday)
It is important that you please: 1) post an initial response by or before day three, 2) provide substantive research supported information in your initial response to the question, 3) provide feedback to your classmates (a minimum of 2 other posts) and 4) remain engaged in the discussion. Please follow the DQ guidelines to post and use research sources to support your responses. You will post a minimum of 5 posts over a minimum of three separate days each week (more is better).
Try and NOT proceed to DQ 2 Until Sunday, no later than Monday. I look forward to the dialog. Thank you for your participation and much success to you.
Re: Topic 4 DQ 1
A change agent is a person, internal or external, an organization that helps an organization or part of an organization change its operation (Govindarajan, K., 2020). They can also be a catalyst for change, making changes happen by encouraging and influencing others. A change agent will promote, champion, enable, and support changes to be made in an organization. They concentrate on people and the intercommunications between them. A change agent motivates and influences vital individuals to make the changes necessary for the transmutation, including modifications to their aspirations, emotions, and actions. Change agents fulfill one of the critical roles in organizational change management (OCM), which is essential to guarantee whatever business change (Govindarajan, K., 2020). Change agents in the network should come from various positions within the organization. Their precise role in the organization’s management hierarchy is not essential. Each change agent is well-respected by the individuals in the area of the organization that they are expected to influence. Each change agent should also understand their business area, fit in the organization, and have strong working relationships with their colleagues (Govindarajan, K., 2020).
A guiding coalition is the second step of John Kotter’s eight-step leading change model. Change needs to be steered from the bottom and middle levels and the top of an organization. Forming a guiding coalition change leadership or change oversight team is critical to the long-term viability of any change effort (Tanner, R. 2020). The guiding coalition’s success in helping an organization implement a change effort largely depends on two factors. One of the factors is the quality of the members that a leader appointed to the team. An effective guiding coalition has the right diverse of individuals at different levels of the organization with the characteristics of expertise, credibility, leadership, and position power. Another factor is the quality of sponsorship, continuing support, and attention that a leader gives to the coalition. The leader must empower their alliance with enough executive power to lead the change effort and keep it on point through its multiple stages. It would be best if the leader also stayed involved with their coalition. The importance of this second factor is minimized at times, which often leads to failed organizational change efforts. It will require the leader to stay engaged with their coalition throughout the change effort, appoint the right individuals to the alliance and structure the team appropriately (Tanner, R. 2020). A change agent and a guiding team have leadership traits that refer to personal qualities that define influential leaders. Leadership refers to the ability of an individual or an organization to guide individuals, groups, or organizations toward the fulfillment of goals and objectives. It plays an essential function in management, as it helps maximize efficiency and achieve strategic and organizational goals. Leaders help motivate others, provide guidance, build morale, improve the work environment, and initiate action.
There are several traits of a leader, and I will mention seven. The first trait of an effective leader is effective communication. They have to know how to talk clearly and concisely and know when to listen on every level. Also, they have to explain problems and solutions. Another trait is leaders have to hold themselves accountable and take responsibility for any mistakes. Thirdly, leaders are visionaries being able to plan for the future through concrete and quantifiable goals. They understand the need for continuous change and are open to trying new approaches to solve problems and improve processes. Next, a leader needs to be self-motivated and able to keep going and attain goals despite setbacks. They do their best to exceed, not just to meet expectations. Confidence is another trait a leader should have because they have to make tough decisions and lead with authority. A leader showing confidence can reassure and inspire others to establish open communications and encourage teamwork. Another trait a leader needs to be is people-oriented and a team player. They have to foster a team culture, involve others in decision-making and show concern for each team member. When a leader is people-oriented, they can energize and motivate others. They will make each individual feel important and vital to the team’s success, and they secure the best efforts from each team member (CFI, 2019). Both change agents and the guiding team are essential to an organization and the team.
Corporate Finance Institute (CFI). (2019). Leadership Traits – List of Top Qualities of an Effective Leader. Corporate Finance Institute. https://corporatefinanceinstitute.com/resources/careers/soft-skills/leadership-traits-list/.
Govindarajan, K. (2020). Who is a Change Agent? Freshservice Thoughts. https://freshservice.com/change-agent-definition-roles-blog/.
Tanner, R. (2020). Leading Change (Step 2) – Create the Guiding Coalition. Management is a Journey®. https://managementisajourney.com/leading-change-step-2-create-the-guiding-coalition/.
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