Lewin's Model Of Change

While browsing over the theories borrowed by other disciplines, I found it easy to pick out the theories that lined up with my personal use of the Goal Attainment Theory. As a nurse practitioner, Lewin’s Change Theory and Roger’s Person-Centered Theory would align with my current view of nurse practitioner’s in practice. These two theories would provide the means the help the patient, while keeping the focus on the patient. Lewin’s Change Theory provides the avenue for change by issuing concrete directions for change, while providing a measurable goal (Wojciechowski, Pearsall, Murphy, & French, 2016). Roger’s Person-Centered Theory presents the individual as someone who has considerable abilities, has the capacity to draw strength from

Second, the Army is governed by two related ethos. On the first day of initial training Soldiers are taught the importance of the seven Army values and begin to memorize the Soldier’s Creed. Like doctors and lawyers, “the military is an expert group, charged by its client to conduct work governed by a professional ethic” according to Lieutenant General Robert Caslen. A recent study commissioned by the Army found that 93% of Soldiers share their personal with the one set by the Army. Again, according to Caslen “the Army Values have sustained our institution through some of our most difficult years and will continue to be the foundation of our profession.”

In the US army we are taught to live by the 7 army values. They are broken down to us in the acronym ‘LDRSHIP’. Loyalty “Bear true faith and allegiance to the U.S. constitution, the Army, and other soldiers.” Duty “Fulfill your obligations.” Respect “Treat people as they should be treated.” Selfless Service “Put the welfare of the nation, the Army and your subordinates above your own.” Honor “Live up to the army values.”

The seven Army values are the backbone of the United States Army. They are broken down to us in the acronym ‘LDRSHIP’. Loyalty, “Bear true faith and allegiance to the U.S. constitution, the Army, and other soldiers.” Duty, “Fulfill your obligations.” Respect, “Treat people as they should be treated.” Selfless Service, “Put the welfare of the nation, the Army and your subordinates above your own.” Honor, “Live up to the army values.” Integrity, “Do what’s right legally and morally.” and Personal Courage “Face fear, danger or adversity (physical or moral).”

This start with artifacts, which make up the base level of what a Soldier is. (CG TRADOC, 2010, p.10) These artifacts then feed into the beliefs and values of the organization. If artifacts and values to not line up there will be an undermining of the authority within the organization. The next piece in the defining what it means to be a professional Soldier falls into three cultural dimensions; the personal identity, the community, and the hierarchy. (CG TRADOC, 2010, p.10-11) These three domains of culture do not always fall directly in line and do change over time. It a leader’s job to shape the interaction between them. This shaping is most evident in times of change when the largest schism between the three dimensions is likely to

Some many organizational change efforts fail to reach their intention, but the high-ranking sponsors often blame the disappointment on the employees and manager struggle to change at times. They really don’t know how difficult it is to lead and implement change effectively (Robbins, 2011). A good change does require good people skills. Employees resist change because employees can be very unsure about the loss of status or job security within the organization. This would mean the employees and there manager as well as their peers will resist technological changes. The employees will also endure fear of failure that could cause employees to doubt their ability to do the job/ or their duty. Those type of change employees are resisting because the employees are too worried about learning the new requirements. Peer pressure can be endured as well for employees when the employees start to resist change to protect their co-worker, and so will the manager to protect their work group. The human resources roles are planning and implementation, planning would be evaluation of

Army Doctrine Reference Publication 1-0 states, “living by and upholding the moral principles of the Army Ethic” is the foundation to our profession. An organization cannot survive if there are no foundation for morals. The organization will internally implode. This is a critical fact for the Army. Individuals that do not have a foundation that aligns with the Army’s foundation is detrimental to the organization. The purpose for this short paper is to explore the fundamentals of our profession; examine the need for structure; how to return to basics of the profession; who needs to enforce standards; finally, implementing a culture change within the Army. Army leaders have categorized the four problems that currently plague the Army

The seven Army values are the backbone of the United States Army. They are broken down to us in the acronym 'LDRSHIP'.

The Army Values are an essential part of Army life. These values have been especially selected and crafted to carry out the intent of the Army. The meanings behind them are sometimes even more important than the words themselves. It is our duty as Soldiers to not only learn the Army values but also to understand the meaning behind them; because words without meaning are simply letters on a page. The concept behind the Army values can only be explained by exploring the reasoning they were selected and how they apply to the everyday life of a Soldier.

In the US Army, since the moment you decide to enlist, all soldiers are taught the 7 Army Values during the whole process of Initial Entry Training, the importance to apply each one of them to your daily life and to live up to them. It is no coincidence that these core values are broken down in the acronym LDRSHIP. Loyalty, Duty, Respect, Selfless Service, Honor, Integrity and Personal Courage are the qualities the US Army looks for their leaders to possess.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The significance of Lewin’s change theory lay not in the formality of the theory itself but rather on his ability to conceptualize real situations and as a result come up with models that reflect ideal situations. Kurt Lewin cut a niche for himself as one of the pioneers of the applied, organizational and social psychology. Born Kurt Zadek Lewin in September 9 1890, he is acknowledged as the founder of social psychology and among the first people to study organizational development and group dynamics. He lays claim to the term action research which he coined in 1944 to try and explain the effect of social action and the factors that lead to the same. A spiral circle

Certainly, there are several reasons why people don’t like to undergo a change situation. Firstly, some people are more concerned about the implications of change to themselves rather than thinking of the benefits it could bring for the company for example, I feel more comfortable working where there is more interaction with customers rather than working inside the office. Secondly, it somewhat also depends on the individual’s level of tolerance to change; some people feel more secured and satisfied with current working environment. Furthermore, there might be inadequate information about the benefits a change can bring in to them and the organization. Therefore employees are usually hesitant of undergoing a change situation. However, chapter 6 of Organizational Change looks into how we can minimise resistance to change in an organization which is described as Kotter’s theory. Kotter suggested six strategies for overcoming resistance to change:

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

Resistance to change is one of the biggest barriers that organizations face in their efforts to implement organizational change. This greatly hampers the uptake of new technologies, new ways of doing work and even progress of organizations. Reviewing on this, the British Journal of