Organizational Change Management Assignment Document

RUNNING HEAD: ORGANIZATIONAL CHANGE MANAGEMENT
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Organizational Change Management

Organizational Change Management
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1. Rafferty and Minbashian (2019) conducted research exploring the antecedents and
consequences of change readiness. Discuss the findings of these studies and the practical
implication of the results of these studies.
The focus of the research was on the beliefs of individuals regarding change when taking
the antecedents of employee change readiness. The study was conducted in two parts in the
first part; the relationship between positive emotions, cognitive beliefs, and change readiness
was identified. The findings of the first study were that the positive emotions directly
correlated to change readiness as joy and interest contributes to change factors. The
proportion of positive emotion was significantly higher than other factors that were
discrepancy, appropriateness, change self-efficacy and Valence. In the second part; the focus
was on the relationship between individual behavior and change readiness and the result of
this analysis was also the same as the earlier one that included under individual behavior
positive emotion influence more on change readiness as a proportion of positive emotions
about change was .24 and after that appropriateness for 0.18. Hence, the result of the study
indicated that emotions are a central element of experiencing a change in the organization.
Further, both positive emotions and change beliefs considered as antecedents of change
readiness (Rafferty & Minbashian,2019).
On the other side, the practical implications of these studies are that in order to encourage
employees to accept change, change agents and managers need to focus on offering a better
opportunity to each employee in the organization so that they experience feeling of interest
and joy in response to change. Hence, the study guides managers to focus on developing
positive emotions and attitudes in employees in order to ensure that change accepted by
employees.
2. Bouckenooghe (2010) conducted a review of the change attitudes literature. Identify
three key conclusions that he drew from this review and discuss the practical
implications of these conclusions.
The article included a narrative review of 58 journal articles and from the analysis, it is
concluded that attitude is an individual-level concept and can be seen at a collective level
such in organization and team. It is identified from the study that the attitude of change is not
only depending on single level thinking but also multilevel thinking. It is known from

Organizational Change Management
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research that earlier the concept of change was based on individual approach and single-level
thinking but now planned change perspective changed to continuous change perspective. In
practical terms, the change is part of personal and professional life. In order to run a business
and to reduce the resistance of change, the article suggests that the focus should be on
collective change and continuous change rather than individual change (Bouckenooghe,
2010). Hence, the practical implications of this conclusion are that organizational will focus
on continuous changes rather than planned changes and will consider change as part of
success as change leads to organizational development and effectively implementing it leads
to a better and positive outcome for organizations.
Change Leadership
3. Describe two of the errors that Kotter (1995) identifies in his paper and describe what
these errors entail.
According to Kotter, 1995, two errors discussed in the paper were based on the concept
that even very capable people often make one big error while renewing the organization.
Error 1 was “not systematically planning for and creating short term wins. Most
organizations lack short term goals celebration as most of the people don’t go on the long
march and want results in less time. As when people don’t see short term wins they start
resisting change. Creating short term wins becomes essential in successful transformation.
Managers when focus on short win become clear to the employee that big changes require
time so by committing to develop short term wins, urgency level can be maintained.
Error 2, “declaring victory too soon” as this error occurs when managers declare victory
too soon on the basis of the first performance. Celebrating victory is good but this declares
the war as it takes around five years to embed the culture in the organization. Instead of
announcing victory, leaders should use credibility so bigger problems can be tackle. Hence,
in order to transform an organization successfully, leaders need to focus on these errors so
that these cannot be repeated (Kotter,1995).
4. Stouten et al. (2018) review whether key practitioner models (such as Kotter’s 8-stage
model) are supported by academic evidence. Select two of the 10 steps that these
authors identify as underlying many change practitioner models and discuss whether