Research Change Models, Diagnosis Instruments, and Specific Change Interventions - Assignment Example

If the soft Ss are to be changed or transformed, immense effort in terms of training and development, leadership development and soft skill training would be required. Changes to any of the elements of hard S would have a direct impact on all the soft Ss and also on the entire organization. Thus, McKinsey’s 7-S model provides a bird’s-eye view of change implementation; however, does not provide any specific path for change implementation. Moreover, Higgins (2005) pointed that change in any aspect would place different demands and requirements on the other elements (Amos et al., 2009). This model has been extensively described in Peter and Waterman’s (2004) work.

Kotter’s eight-step model (1996) is a detailed and comprehensive approach to change management, which addresses issues with leadership and commitment, and signifies the role of motivation and communication. The eight steps in sequence are: This model can be adopted as an effective change management technique as it provides all required guidelines to managers to institute change in the organization (Kotter, 1996). The best part is that this model can be applied at individual, team and organizational levels.

However, it does not address people’s attitudinal issues with respect to ideation and adaptation to change. First developed by Kurt Lewin (1947), force field analysis can be used as a diagnostic instrument in assessing reactions to organizational change (Hughes, 2007). In this model, Lewin identified three processes involved in any change mechanism, which include unfreezing, moving and refreezing of organizational processes (Anderson, 2009). All processes in an organization are held in equilibrium between driving and restraining forces; any change needs to be balanced between these two forces.

If not, equilibrium will be disturbed. For example, factors supporting a change include customer demand, market demand, low