Assessing the Implementation of a Non-profit Organizational Change Initiative Using Kotter’s (1995) 8 Step Change Model.

摘要: Increased emphasis on process improvements in all organizations challenges leaders to institute change. Using a case study approach, the current research examined an organizational change initiative embarked by leadership of local non-profit organization obtain improvement service delivery and acquire outcome measurements. There is little literature concerning initiatives use models sector. This staff perception using Kotter‟s (1995) 8 step model as benchmarks success. Steps for Change popular often used for-profit setting. Through ethnographic observation surveys, researcher progress success model. The was overlaid illustrate its value applicability tool Assessing Implementation Non-profit Organizational Initiative Kotter’s Step Model If you do what you‟ve always done, you‟ll get gotten. Most modern societies individual who willing able initiate respond positively (Oreg, 2003). will at some point be necessary life every individual, no different. but proves challenging. Despite success, remains difficult successfully implement, few companies manage well they would like (Beer & Nohria, 2000).The results recent survey 1,536 executives involved variety indicated that only 38% thought these were successful 30% 3 contributed sustained their (Isern Pung, 2007). Resistance cited reason difficulties implementing failure (Erwin Garman, 2009). For example, longitudinal 500 large found employee resistance most frequently problem encountered management when (Waldersee Griffiths, 1997). numerous studies conducted, multiple theories developed, continues undermine many initiatives. Purpose Study: Research indicates majority result failed attempts. In 40 major programs, 58% resulted (LaClair Rao, 2002). Other have reported rates one third twothirds high 70% 2000). Due rate initiatives, researchers attempted explore develop process. been developed beginning with Lewin‟s (1947) unfreezing, moving, refreezing Building foundation, other including Lippitt, Watson, Westley‟s (1958) 7 theory Change. Various has conducted implementation such models. initiative. causes individuals experience reaction (Kyle, 1993). Individuals different ways (Carnall, 1986), also differ ability 4 willingness adapt (Darling, importance cooperation particularly vital during (Ford Ford, 1995), employees resist changes (Reger, Gustafson, Demarie, Mullane, 1994). corporate programs directly attributable (Bovey Hede, 2001). present examine initiative, benchmarks. change, reactions, focused private sector organizations, federal government corporations agencies, state departments agencies (e.g. Trader-Leigh, 2001; Ruvolo Bullis, 2003; Bovey Cutcher, common both setting remain competitive. however require continuous fundraising, mission achievement, community transparency. increased funders, granting supporters provide measurements implement improvements. Few addressing public purpose monitor improve benchmarks; identifying, measuring, evaluating perceptions attempt identify if business useful 5