INTD670_U5_IP_Morgan_Weckesser

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Colorado Technical University *

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INTD670

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Jan 9, 2024

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1 Unit 5 IP Morgan Weckesser Unit 5 Independent Project Colorado Technical University 12/17/2023

2 Unit 5 IP Introduction Mike and Theresa, the end is so close you can see the big bright light at the end of the tunnel! We have navigated through how to set the framework of the new company JEANSTYLE merging the best parts of both PALEDENIM and UWEAR. You have both created clear ethical standards that ensuring they worked within both company cultures to create an overarching mission, vision, and values to sustain the company forward, as well as a code of conduct so everyone on every level knows the expectations of JEANSTYLE. The final stage is moving forward with a change model that works for JEANSTYLE. We will work together to explore the different change models that would be extremely helpful in moving forward with JEANSTYLE. Once we choose the model you are going to move forward with, you will be able to sustain without any assistance. I am excited to endeavor with you both to help JEANSTYLE soar. Choosing a Change Model Board (2019) calls out three specific change models to choose from: John Kotter’s Eight Steps to Change, Kurt Lewin’s Three-Step Process, and the ADKAR method to which I will overview for you before we choose the model, you will be working within going forward (pg. 44-47). First, John Kotter developed eight steps that Lucidchart (2019) points to which focuses more on the people experiencing large organizational changes rather than the changes themselves. The eight steps are: 1. Create a sense of urgency. 2. Build a strong coalition. 3. Form a strategic vision. 4. Get everyone’s buy-in. 5. Enable action by removing barriers. 6. Generate short-term wins. 7. Sustain acceleration. 8. Institute change.

3 Unit 5 IP We look to this structure, so the employees are receptive to change through trust, transparency, and teamwork allowing the entire organization to follow a set list of steps as a part of their change strategy. I know from experience that employees do feel more at ease when they know what is coming next in a process change. Contrasting to this approach is Lewin’s approach which is to Unfreeze the current processes, Change then implemented, and then Refreeze the changes set forth Board (2019). This strategy will allow your organization to change quickly if needed but it is not exactly expansive. Lucidchart (2019) agrees in saying that the Lewin change model, while too simplistic for some, is favored by others for its ability to uncover old patterns or overlooked problems as well as for its clean approach to new ways of thinking (para 7). Finally, the ADKAR method, which is an acronym for Awareness, Desire, Knowledge, Ability, and Reinforcement. Lucidchart (2019) tells us the ADKAR model is popular for its people-focused approach to change management (para 8). But just because its popular, is it effective? Board (2019) explains further that the ADKAR model is intended to be a coaching tool to help employees through the change process by using management teams to focus their activities on specific business results (pg. 47). Judging by the culture, mission, vision, and value you have for JEANSTYLE, I would strongly suggest Mike and Theresa together work through your change with the ADKAR approach because it enables both company’s employees to be engaged within the process and become an active part in how JEANSTYLE will stand on its own and allow PALEDENIM and UWEAR to close in a dignified manner.

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