Introduction
Change management models are integral components of any institution. Organizations, especially healthcare institutions are widely known to resist change and implementation requires a lot of tasks. To effectively implement change in the organization, conforming to business aims and goals is essential. To remain competitive, it is essential to understand how best to execute change management approaches that shall make the organization continue with efficient and smooth operations. In many instances, an inclusive DEI initiative can swing the institution’s cultural competency continuum pendulum in a direction that causes certain uncomfortable feelings (Brooks, 2021). When executing the DEI plan, the proposed change model is Kotter’s concept. Other popular change management models are McKinsey, Lewin, and ADKAR.
Change Management Models
Kotter’s change model is designed to assist leaders in executing desired organizational change. The model developed by John Kotter illustrates that there is just a thirty percent chance of sound institutional change execution (Brooks, 2021). Kotter’s change management model highlights eight steps, which organizations should apply to address obstacles and successfully perform extensive changes. Obstacles such as lack of leadership, teamwork, or inflexible workplace cultures hinder the execution of any changes (Campbell, 2020). Other factors such as overconfidence and human fear of the unknown also come into play when companies attempt to introduce some changes, the process extremely difficult to navigate and fruitfully implement. Both models believe that change implementation can be complex and is often encountered with resistance. Kotter’s concept and Lewin’s model of change posit that transformation is a process, which is largely evolutionary. The change assumes a stepwise tactic and is perfect for a redesign solution. On the contrary, Kotter’s theory of change highlights an eight-stage process to depict the process of change while the Lewin model highlights a three-stage process to illustrate change.
Pros and Cons
The key pros of Kotter’s theory of change management are that the process is a step-by-step concept and simple to implement. The steps exhibit enhanced clarity and the emphasis is majorly organizing and accepting change. The model is also preferred since it easily fits well into various classical hierarchies of culture.
The drawback of Kotter’s model is that it is leadership-centric since employees will only accept the changes after a leader convinces them of the crucial need to do so. Another disadvantage is that change occurs in an eight-stage process, and if a single phase of the progression is interrupted, it can affect the whole process (Combs-Harris, 2021). Specifically, none of the phases can be redefined or skipped. The process typically takes extra time to implement and is highly proactive against a reactive method. The concept is top-down, with little chance for co-developing or other nature of participation. The possibilities of non-cooperation and disputes are very high in this model.
Contrarily, Kurt Lewin discussed a three-phase theory for leading change management in an institution. The proposed steps encompass unfreezing, movement, and freezing, and the entire process is supported by the field force evaluation. The strategy for realizing change first needs to establish an urgency for carrying change to shift to a fresh system. Field force assessment refers to a state of disproportion between restraining and driving forces (Hussain, 2018). The major advantage of the Lewin model in change management is that it allows organizations to have a visual summary of various factors opposing and supporting a certain thought that includes all data made to incorporate a substantial change. The model also analyses numerous qualitative data besides the quantitative needs (Hussain, 2018). The cons of Lewin’s theory of change are that it tends to be goal, rational, and plan-focused. The transformation appears good on paper and makes logical sense, however, after execution, the process or system lacks consideration for human feelings, destructively impacting the strategy.
Recommendation and Rationale
While many theories can be applicable during a DEI execution, there are no wrong or right ones, only pros and cons, and preferences. Kotter’s model has been recommended because it is highly strategic and remains the best theory for utilization when implementing a DEI program. Moreover, the eight steps take a practitioner through all stages of the DEI execution and solutions to challenges that might be encountered.
Conclusion
Kotter’s concept of change is highly practical in its strategy and triggers change to transform into a campaign initiative. The focus on staff experience and suitable organizational communication is the major reason for the highest preference and implemented change management concepts.
References
Brooks, L. (2021). Integrating change management in your DEI interventions. HR Exchange. Web.
Campbell, R. J. (2020). Change management in health care. The Healthcare Manager, 39(2), 50-65. Web.
Combs-Harris, J. A. (2021). An inclusive leadership model to integrate organizational dynamics, change management, change leadership, and diversity and inclusion needs for the successful implementation of business transformations (Publication No. 16) [ Doctoral Dissertation, Thomas Jefferson University]. Thomas Jefferson Commons.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. Web.