Transformations Bus
Required Reading
Aguirre, D., and Alpern, M. (2014). 10 principles of leading change management. Organizations and People, (75). Retrieved from http://www.strategy-
business.com/article/00255?gko=9d35
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),
764-782. doi:http://dx.doi.org/10.1108/02621711211253231
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.
doi:http://dx.doi.org/10.1007/s11213-011-9201-0.
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.
doi:10.1080/14719037.2012.686230
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),
1843-1860. doi:http://dx.doi.org/10.1108/00251741211279639
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-
change-leadership-mod3a.htm
Reissner, S. C., Pagan, V., & Smith, C. (2011). ‘Our iceberg is melting’: Story, metaphor and the management of organisational change. Culture & Organization, 17(5),
417-433. doi:10.1080/14759551.2011.622908
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. International Journal of Emerging Sciences, 1(3), 211-230.
Optional Reading
Badshah, S. (2012). Historical study of leadership theories. Journal of Strategic Human Resource Management, 1(1), 49-59.
Bencivenga, J. (2002). John Kotter on leadership, management and change. School Administrator, 59(2), 36.
Burke, W. W. (1997). The new agenda for organization development. Organization Dynamics, 26(1), 7-20. Retrieved from Science Direct (TUI Library).
Jansson, N. (2013). Organizational change as practice: A critical analysis. Journal of Organizational Change Management, 26(6), 1003-1019.
McNaughton, R. D. (2015). Leading organization change. Trident University International.
Savolainen, T. (2013). Change implementation in intercultural context: A case study of creating readiness to change. Journal of Global Business Issues, 7(2), 51-58.
Assignment Overview
For this assignment, you will continue analyzing the Medicaid case study, this time from the perspectives of the change process and types of interventions that the
City, in partnership with the consulting firm, used to transform the NYC offices, as well as the resistance to change and the leadership strategies required to
overcome it.
Required Reading
Isett, K. R., Glied, S. A., Sparer, M. S., & Brown, L. D. (2013). When Change Becomes Transformation. Public Management Review, 15(1), 1-17.
doi:10.1080/14719037.2012.686230
Note: You will need to do additional research on the Medicaid offices in NYC to be able to complete this assignment.
Case Assignment
Drawing on the material in the required and background reading, prepare a 6-7 page paper (not including cover and reference pages) in which you:
Analyze the Medicaid Case Study using Kotter’s model for change. Specifically, what did or didn’t the City, in partnership with the consulting firm, do that followed
or went against the model.
What types of interventions were used to “induce” change
What types of resistance to change were present? What did or didn’t the City and/or the consulting firm do that enabled them to overcome any resistance to change. .
Define the leadership strategies present to lead the change and overcome resistance.
What limitations does Kotter’s model have, and how did they manifest in this particular situation? What should be done to ensure that when using it they do not impact
your analysis / change project?
Keys to the Assignment
The key aspects of this assignment that should be covered in your paper include:
Apply the Kotter Model of Change to analyze the case study.
Thoroughly examine the eight key areas of the model.
Summarize and analyze the nature of the interventions used to transform the Medicaid offices. Which are techno-structural? Human processual? Multi-faceted? Large
group?
Identify individual sources of resistance to change and their causes
Identify structural sources of resistance to change and their causes
Evaluate the City / consulting firm’s leadership and the impact it had on overcoming the individual and structural barriers to change at Medicaid.
What else would you recommend be done to help avoid and/or overcome resistance to change at the Medicaid offices going forward?
What are the limitations of Kotter’s model? How would you recommend it be changed?
