Benchmark - Change Initiative: Develop a Change Model, LDR-615

This assignment presents a change initiative model tailored for the Veterans Affairs Hospital, focusing on improving employee loyalty and retention through servant leadership. It incorporates a force field analysis to identify driving and resisting forces, emphasizing the need for more medical funding and addressing resistance from current staff. The model outlines a strategic process including evaluating the need for change, choosing teams, communication strategies, gathering stakeholder support, and implementation strategies. It also includes a timeline and references to support the proposed change management plan, aiming to standardize facilities, introduce new programs for veterans, and achieve organizational targets through motivation and empowerment. The project also includes a PowerPoint presentation that demonstrates the implementation of the model.

ORGANIZATIONAL
DEVELOPMENT AND CHANGE

What is a change model?

Strategy implemented for
change management
 Communicating with stakeholders
 Prioritizing the views and opinions of
the stakeholder (Holten & Brenner,
2015)
 Introducing programs for veterans like
the Million Veteran Program

Driving Force for change
 Needs more medical funding for
maintaining the standard of the
facilities.
 Introducing programs for veterans like
the Million Veteran Program (Baldomir
& Hood, 2016)
 managing the conditions of crisis and
instabilities

Resistance against change
 Reactions of current nursing staffs
 Current organizational structure and
hierarchical communication (van
Dierendonck & Sousa, 2016)
 Lack of Suppliers and stakeholder
commitment

Force Field Analysis
Driving Force
Needs more medical
funding for
maintaining the
standard of the
facilities.
Introducing programs
for veterans like the
Million Veteran
Program
managing the
conditions of crisis and
instabilities
Resistance Force
Reactions of current
nursing staffs
Current organizational
structure and
hierarchical
communication
Lack of Suppliers and
stakeholder
commitment

Overcoming the resistances
 Developing the sense of urgency
 Realizing the significance of this
change
 Conducting industrial research to select
suppliers (Allen et al., 2016)
 Developing change implementation
plan
 Using Servant Leadership

Servant Leadership

Why the Servant
Leadership model?
 The target of the
company is to
enhance employee
loyalty and retention
rate
 It will enhance,
diversity, loyalty,
involvement, and
productivity (Barbuto
Jr(Jay) Gottfredson,
(2016)

Servant Leadership in
change management

Change Flow
Assessing
Scopes
Communicating
with
stakeholders
Developing
sense of
urgency
Making
objectives and
goals
Developing and
assigning
servant leaders
Introducing
more programs
for veterans
Standardizing
Facilities with
Funding
Managing the
conditions of
crisis
Develop a
sustainable
structure

Standardizing Facilities with
Funding
 Estimating financial needs
 Arranging Funds
 Allocating recourses
 Communicating with suppliers
 Procuring and facilitation (Schwarz et
al., 2016)
 Adapting new facilities through change
the work process

Introducing more programs
for veterans
 Setting up milestones
 Involving internal and external
stakeholders
 Connecting with different leaders and
other influential businessmen (Schwarz
et al., 2016)
 Starting Million Veteran Program

Managing the conditions of
crisis
 Conducting Risk assessment
 Developing Mitigation and Contingency
Plan
 Developing crisis response team
 Allocating resources and equipments

Adapting the change
 Providing training to the existing
hospital staffs
 Guiding staffs towards sustainable
organizational procedures
 Achieving targets through motivation
and empowerment
 Developing integrity Sharing values to
“refreeze”

Timeline Months
1 2 3 4 5 6 7 8 9 10 11 12
Assessing Scopes
Communicating with
stakeholders
Developing sense of urgency
Making objectives and goals
Estimating budgets and
marking change plan
Developing and assigning
servant leaders
Introducing more programs for
veterans
Standardizing Facilities with
Funding
Managing the conditions of
crisis

Reference
Allen, G. P., Moore, W. M., Moser, L. R., Neill, K. K., Sambamoorthi, U., & Bell, H.
S. (2016). The role of servant leadership and transformational leadership in
academic pharmacy. American journal of pharmaceutical education, 80(7),
113.
Baldomir, J., & Hood, J. P. (2016). Servant Leadership as a Framework for
Organizational Change. International Leadership Journal, 8(1).
Barbuto Jr(Jay), J. E., & Gottfredson, R. K. (2016). Human capital, the
millennial's reign, and the need for servant leadership. Journal of Leadership
Studies, 10(2), 59-63.
Holten, A. L., & Brenner, S. O. (2015). Leadership style and the process of
organizational change. Leadership & Organization Development
Journal, 36(1), 2-16.
Schwarz, G., Newman, A., Cooper, B., & Eva, N. (2016). Servant leadership and
follower job performance: The mediating effect of public service
motivation. Public Administration, 94(4), 1025-1041.
Trong Tuan, L. (2017). Reform in public organizations: the roles of
ambidextrous leadership and moderating mechanisms. Public Management
Review, 19(4), 518-541.
van Dierendonck, D., & Sousa, M. (2016). Finding meaning in highly uncertain