Research Change Models, Diagnosis Instruments, and Specific Change Interventions
Change Models, Diagnosis Instruments, and Specific Change Interventions Elizabeth A. Glover
Grand Canyon University: Strategic Planning and Change
December 19, 2012
Change Models, Diagnosis Instruments, and Specific Change Interventions To make meaningful and long-term change in an organization, an organization needs to follow the guidelines of a change model, a diagnostic instrument, and change intervention. This paper will discuss two change models, two diagnostic instruments, and two change interventions.
Change Models
The two change models discussed in this paper are Lewin’s Change Model and the Action Research Model. Both of these models give a map on how to create change. Lewin’s model simplifies the process into three steps while the Action Research Model consists of eight steps. Both models three phases: Research phase, changing phase, and solidification phase (Luckett, 2003).
Lewin’s Change Model Lewin developed one of the very first models for change management (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 two groups need to be of equal 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 driving force is needed to either “strengthen the driving forces or weaken the restraining forces” to achieve change (para 3). Spector (2007) states, “to break the social habits that support existing patterns of behaviors, effective implementation needs to start with dissatisfaction, disequilibrium, and discomfort” (p. 29). When one side 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,
Grand Canyon University: Strategic Planning and Change
December 19, 2012
Change Models, Diagnosis Instruments, and Specific Change Interventions To make meaningful and long-term change in an organization, an organization needs to follow the guidelines of a change model, a diagnostic instrument, and change intervention. This paper will discuss two change models, two diagnostic instruments, and two change interventions.
Change Models
The two change models discussed in this paper are Lewin’s Change Model and the Action Research Model. Both of these models give a map on how to create change. Lewin’s model simplifies the process into three steps while the Action Research Model consists of eight steps. Both models three phases: Research phase, changing phase, and solidification phase (Luckett, 2003).
Lewin’s Change Model Lewin developed one of the very first models for change management (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 two groups need to be of equal 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 driving force is needed to either “strengthen the driving forces or weaken the restraining forces” to achieve change (para 3). Spector (2007) states, “to break the social habits that support existing patterns of behaviors, effective implementation needs to start with dissatisfaction, disequilibrium, and discomfort” (p. 29). When one side 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,
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