LEADING TRANSFORMATIONAL CHANGE Moduel SLP 4
LEADING TRANSFORMATIONAL CHANGE AND RESISTANCE TO CHANGE
In the SLP, you will analyze the same company (Apple) that you did for Module 1’s SLP, but this time you will use Kotter’s 8-step process for organization change. This
will allow you to build your skills at applying different models.
Required ReadingAguirre, D., and Alpern, M. (2014). 10 principles of leading change management. Organizations and People, (75). Retrieved from http://www.strategy-
Anderson, C.S. & Zaballero, A.G. (2015) Organization development and change models. In Zaballero, A.G., Corn, C.M. Haynes, C. Rothwell, W.J. Anderson, C.S. & Park,
C.H. (eds) Organization Development Fundamentals: Managing Strategic Change. Alexandria, VA: Association For Talent Development. Chapter 2: pp 13-42
Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 1996 change model. The Journal of Management Development, 31(8),
Appreciative inquiry commons (n.d.). Retrieved from http://appreciativeinquiry.case.edu
Why Implementation matters. http://www.mckinsey.com/insights/operations/Why_implementation_matters#
Caldwell, R. (2012). Leadership and learning: A critical reexamination of Senge’s learning organization. Systemic Practice and Action Research, 25(1), 39-55.
Change First (2014). How to actively engage your people in organisational change.
Choi, M. (2011). Employees’ attitudes toward organizational change: A literature review. Human Resource Management, 50(4), 479-500. doi:10.1002/hrm.20434
de Caluwe, L. & Vermaak, H. (2004). Change Paradigms: An Overview. Organization Development Journal, 22(4), 9-18.
Decker, P., Durand, R., Mayfield, C. O., McCormack, C., Skinner, D., & Perdue, G. (2012). Predicting implementation failure in organization change. Journal of
Organizational Culture, Communication and Conflict, 16(2), 29-49.
Isett, K. R., Glied, S. A., Sparer, M. S., & Brown, L. D. (2013). When Change Becomes Transformation. Public Management Review, 15(1), 1-17.
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.
Leadership styles. (2008). Leadership Toolbox. Retrieved from http://www.leadership-toolbox.com/leadership-styles.html
Pardo-del-Val, M., Martínez-Fuentes, C., & Roig-Dobón, S. (2012). Participative management and its influence on organizational change. Management Decision, 50(10),
Poole, M. S., & Van de Ven, A. H. (2004). Handbook of Organizational Change and Innovation. Oxford, UK: Oxford University Press.
Prosci. (1996-2014). Change management – the systems and tools for managing change . Retrieved November 20th, 2014, from http://www.change-management.com/tutorial-
Reissner, S. C., Pagan, V., & Smith, C. (2011). ‘Our iceberg is melting’: Story, metaphor and the management of organisational change. Culture & Organization, 17(5),
Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco: Jossey-Bass. Retrieved from Trident online library eBook Academic Collection (EBSCO)
Wei, M., & Ooi, T. (2011). Organization transformation: What matters most is the leader’s actions.
Refer to the required and optional readings for this module, and any other readings which will help you in implementing organizational change.
Analyze an organization of your choice using the Kotter’s 8-Step Model for organizational change, including the interventions that were used.
Create a plan that identifies resistance to change by type, as well as the leadership strategies used to overcome them.
Keys to the Assignment
The key aspects of this assignment that should be covered in your paper include:
Analyze the subject company/organization using Kotter’s 8-Step Model framework.
Thoroughly examine each of the eight key areas of the model.
Identify in which box each piece of data relates, and justify why.
Identify the areas/types of resistance to change.
Who should be involved in the change effort? Where they? Why or why not?
Identify the types of leadership present. Was it effective? Why or why not?
Could the company have done something differently in going through the change process
How well does the model work in this situation? Could the company have done something differently in going through the change process
What did you learn from applying the model to your subject organization that you didn’t know before?