Summary Of Measuring Learning

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

Havelock’s model of change will be used for this project. Perception of need, diagnosis of the problem, identification of the problem, devising a plan of action, gaining acceptance of the plan, stabilization, and self-renewal are all steps included in Havelock’s model of change (Kearney-Nunnery, 2012). Leadership is also an important part of the change process. In order to have a positive outcome, the leader must incorporate the staff in the change process.

The primary two reasons for having an assessment of implementing change is to have proper data and analysis so that the change can grow from an idea to a proper implemented procedure. The different sources of data that are collected will be useless until they are properly analyzed with respect to projected changes. Therefore, it is important to focus on data collection, analyzing, and summarizing to form a proper decision on changes that are appropriate. A properly analyzed and planned implementation of change will be strong against any resistance, identify areas where there might be potential problems, and will help develop strategies to begin the process of identifying

It requires a behavioral change to make any transformation successful. For example, the change is more than the structure and the functioning of an organization. It requires a behavioral change to make any transformation successful, and that is never without difficulty. John Kotter’s 8-step change model comprises eight overlapping steps. The first three are all about creating a climate for change. The next on engaging and enabling the organization. And the last, implementing and sustaining change. Kurt Lewin's curiosity in groups directed his research to concentrate on issues that affect behavioral change, and the three stages needed to make the change successful: unfreeze, move, make and

D., & Pieperl, M. A. (2010). Managing change: Cases and concepts (3 ed.). New York, N.Y.: McGraw-Hill.

The change process that was implemented using the Kurt Lewin Change theory. The Kurt Lewin change theory implements the three-step method of unfreeze, change, and freeze. A summary of the change theory allows the manager or change agent an idea of what implementing change means when dealing with people. The model provides guidance on how to go about getting people to change: a manager will implement new processes and re-assign tasks, but change will only be effective if the people involved embrace it and help putting it into practice it. Prior to implementing the change process at the Medical Quality Hospital had 1,000 medical errors and 100 deaths related to medical errors which cost the hospital $1.2 million dollars.

The change leaders must constantly evaluate the effectiveness and the cost throughout the LAST program implementation processes. If the practice change did not provide any significant improvement or did not meet desired outcomes, additional steps should be taken immediately, such as gathering additional research to guide practice decision. If the costs overweight the benefits, the LAST program will fail.

Change model is called transtheoretical Model (RHIhub, 2017). Change model crucial to evaluating companies, communities or an individual. The model also clarifies how a business, community or individual can incorporates new management, objectives, and programs at changeable levels (RHIhub, 2017). In which, change model different intervention level are implemented to assist with progress. According to RHIhub (2017), “These stages include:

The data analysis provided an excellent explanation of the researchers’ findings. The result shows a comparison of the before and after the program outcome which indicates the effectiveness of the platform. An alternative analytical method, the ‘Analysis of Covariance’ (ANOVA) was also utilized. The result was consistent with the conveyed data. Each data from the start of the study, the population, the outcome, and the comparison were laid out, even the potential threats to the internal

According to Anderson (2004) the theory of change encompasses the little steps that lead to the overall goal; it connects the activities to the outcomes. A community based change initiative (CCI) is focused on addressing the needs of a special population or a large range that looks at community issues that require change. According to the research of the roundtable prior to implementing strategies it is essential identify outcomes because they are the driving force of the strategies. The results of a theory of change approach is contingent on how well the long term outcome is identified (Anderson, 2004). During the process leadership and a clear overall results are essential to bring the community together and address the needs of the community.

Theories of behavioural change are used during program planning because they help explain and predict how individuals go through change. Understanding how and why people change is useful in the selection of program activities and outcomes (Hodges & Videto, 2011).

I enjoyed reading your submission on this topic. Interesting enough, I chose this change model for my change intervention. The Kotter's eight steps of change incorporates all the strategies needed for effective implementation of a change intervention. I agree with you that we should set short term goals and in order to acknowledge these achievements there should be continuous monitoring. Kotter's model talk about forming a coalition, in your intervention who will be the core of your coalition? Thank you-

The models of change that I have chosen to describe are the ADKAR model and Kotter’s 8 step change model. The ADKAR model is mainly used to help identify and drive change as well as a tool to understand any gaps that are needed to strengthen along the change process. It is also a useful framework for planning change within an organization, before implementation, and in the execution phase of the change management process. This process begins with five key goals that are the basis of the model; awareness of the need to change, desire to participate and support the change, knowledge of how to change, ability to implement the change on a daily basis, and reinforcement to keep the change in place. Each step in the ADKAR model

Planning and implementing change can be challenging, however, utilizing a process and change model such as the Stetler model (Stetler, 2001) can result in an achievement of the intended change. The Stetler model, was first developed in 1976, refined in 1994, and last updated in 2001 and it addresses five phases that are necessary for the change to be adopted in the system (Stetler, 2001).

2. Peter Steyn & Erick Schmikl. 2013. Programme Managing Organisational Transformation, Change and Performance Improvement. Cranefield College of Project and Programme management.