An alternative to the eight steps suggested by Kotter and Cohen is the Model of Organizational Change and Development. This model operates in this way: forces for change affect performance outcomes, which are the focus of diagnosis of the problem, which leads to the selection of appropriate methods, as constrained by impediments and limiting conditions, followed by implementation of the method, which is the provision for program evaluation, and lastly feedback is provided to begin the change process over once again (Ivancevich, Konopaske & Matteson, 2014, p. 514). Operating in a similar manner to the eight steps used in Heart of Change, the Model of Organizational Change and Development also uses specific steps that have been considered essential to successful change management (Ivancevich, Konopaske & Matteson, 2014, p. 513). In both approaches to change, the need for change is ever present for organizations to achieve success in…