Managing change is an ideal process in organizational management and greatly helps in realization of organizational goals and objectives. In business, change insight management is analyzed by different theoretical models that are essential in business process. As a result, this paper analyzes the three basic change models theories. These are discussed as follows: The Kotter’s 8-Step Change Model, The Marvin Weisbord’s Six Model and the Linda Ackerman Anderson’s 9 Phase. The three theoretical models on change management discuss the various strategies of managing and coping with organizational change. In particular, the strengths and weakness of each model are analyzed. Further the application of each theoretical model on change management in an organizational setting is discussed. Kotter’s 8-Step Change Model
In business change is the only constant. John Kotter, a change expert and a professor of Harvard business school and a renowned leadership and management guru. In his book, leading change, Kotter discussed the 8-Step Model to change management as follows: The first step is creation of urgency. In order for change to happen, the whole organization must be in dire need of the organizational change. Thus, the leadership and management must develop the need for change among the members of the team. In administering change in an organization, the management is expected to identify the potential threats to develop scenarios that indicate the possible projections on what can happen in future. The other step in management of change involves the formation of a powerful coalition.
This is attained by convincing people that change is necessary and important. This must take strong leadership efforts and activities to implement. To achieve this, the leadership and management team must ask for emotional commitment, work with the team building in change coalition as well as evaluating the team for weak areas to enhance a good mix for of different people from different departments. The third step in the Kotter’s Model of change management involves creation of vision for change. At this point, the leadership management must determine the values that are essential for change, create a short summary and have a strategy that is applicable in attainment of the expected changes. Communication for buy in is the next step in achieving organizational change, others step include and not limited to the following: Empowering action, creation of short term wins, do not let up and make the change stick. The Applicability of the Kotter’s 8-Step Change Model
The Kotter’s change model is applied in all top-down change processes. For instance, for the projects that have been identified and decided, at the top level of the organizational management. Indeed, the United States Army used the model to prepare their soldiers at the war. The Strengths of the Kotter’s 8-Step Change Model
This theoretical model on change management is characterized by the following strengths: First, it is easy to understand, it can well fit into the culture of classical hierarchies, it is well successful when all the steps are applied and exercised. Further, the model focuses on the employee buy in as it focuses on success. The Weaknesses of the Kotter’s 8-Step Change Model
To start with, the model is too linear to an extent of leading to wrong assumptions. Second, it is difficult to change the directions of the model when action has already started. Third, the model can result to frustration among the employees when the initial stages of grief and the needs of individuals are not taken care of. The Marvin Weisbord’s Six-Box Model
The six-box model of managing organizational change is a leadership and management framework that was developed by an American business analyst Marvin Weisbord with the main aim of assessing the organizational functioning. Its key generic framework in management of organizational change is intended for use and application in a variety of different organization. The Model has its key basis on the assumptions and techniques of the field organizational change and development. The Six-box Model constitute of the following boxes: Purpose that includes a clear definition of the business that an organizations in, structure that explains on the dimension of dividing work among employees, relationships that encompass the techniques of managing all the possible changes in relationships, rewards that constitutes of the definition on incentives and what needs to be done, leaderships that involves selection of change managers who will help in keeping the five boxes in balance as well as the helpful mechanisms that are applicable in coordination of the technologies that are necessary in management and leadership. The Application of Marvin Weisbord’s Six-Box Model
This model is applicable in organizations where there is a need to look or consider the organizational structures and designs in a specified way. Indeed, the model is applicable in areas of change management that needs planning, rewards, incentives, and the role of support functions that include international organizations, partnerships and standards of remunerations. In addition, the model is particularly useful at times when consultation have little time that is desirable for diagnosis or when a relatively less complicated organizational map is required for quick service. The Strengths of the Marvin Weisbord’s Six-Box Model
The first strength of the model is attributed to the fact that the model is the most suitable in helping the change leadership development manager to effectively visualize the organization as a whole system without using key and strange change terminologies. The other strength that is associated with the model is in its easy application. Indeed, the model is easily understandable and can be well applied by any change manager who can actively engage in change development. The Weaknesses of the Marvin Weisbord’s Six-Box Model
The Marvin Weisbord’s Six-Box model has the following weaknesses. First, the model is only applicable in organizations that are constituted by the six boxes. This mean that organizations that are not characterized by the above discussed components can not effective apply the model in management of change leadership. Moreover, the model is weak because it cannot be conveniently applied to manage organizational change in organizations with complex organizational structures. Linda Ackerman Anderson and Dean Anderson 9 Phase Model on Change Leadership Roadmap Methodology This is a model of managing organizational change that is mainly rooted in the change in leadership road map. The theoretical model is sidelined in the designation and the implementation of the major organizational transformations. The main question analyzed by the model is on the availability of a roadmap that is needed by an organization in realizing change. The first phase of the model is preparation to lead the change. Here, the organizational leadership selects the leaders that are needed to change the organization in order to attain the organizational success.
This is the most important phase because it addresses the key process of the decision making in the efforts of change administration. The main purpose of this phase is to prepare the leaders to lead the change in accomplishment of six main activities. The two basic activities out of the six main activities are outlined as follows: Staffing and starting up the change efforts with the use of change expertise in leadership, determination of the case for change and the exact scope of the change and the expected outcomes. The other phases of this model include creation of commitment, organizational vision and capability, assessment of situation in determination of design requirements, plan and design the implementation of the change activities, implement the required organizational change, celebrate and integrate the new state on change management as well as learning and course correcting the change. The Application of Ackerman Anderson 9 Phase Model
This model is applicable in offering the specialized change leadership development as well as transformational leadership in organizations that are consulting on change. Indeed, the founders of the model are the owners of Being First, Inc., a company that has adopted the model to guide and advice Fortune 1000 companies, non-profit organizations, government agencies, and international change consultancies that are in need of assistance in change leadership management and transformational leadership. The Strengths of the Ackerman Anderson 9 Phase Model
There are several strengths that are associated with the Ackerman Anderson 9 phase model. First, the model is useful in attaining favorable tangible results that a firm is after in administration of change. This is achieved faster will little or no costs in the business or people. In addition, the model helps in building an organization change skills and capabilities. This greatly helps to consistently realize the maximum benefits realized from a successful change. Moreover, the model is helpful in transforming the organizational culture and the people in an organization. This is essential in attainment of the desired organizational change. Furthermore, the model is evidenced by its strengths in the development of the mangers and leaders to become competent in transforming the organization to realize the needed organizational change. Most important, the model is applied in the development of internal consultants to become an expert change consultants’. Notably, the Ackerman Anderson 9 phase model of change management in ensuring all the possible change strategy development and process planning. This is because change strategy development and the process of planning are essential for complex change transformation. The Weaknesses of Ackerman Anderson 9 Phase Model
Irrespective of the numerous strengths of the model, its key weaknesses cannot be underestimated. These are described as follows: First, skipping a phase in the change leadership roadmap or a key decision leads to numerous impacts that can dismantle all the established changes. Moreover, failure to customize the change process can result to discouragement on the identity of the customers in respect to the best change practices. Conclusion
Change insight analysis is essential in managing organizational change. This is because of the available theoretical models that play an essential role in leadership and transformational development. The essential three models include and not limited to the following: Ackerman Anderson 9 phase model, Marvin Weisbord’s Six-Box model and the Kotter’s 8 Step Change model. All the three models are applicable in different ways and each consists of its strengths and weaknesses.