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look Change Models EssayTo make meaningful and long-run change in an agreement, an organization needs to follow the guidelines of a change model, a diagnostic instrument, and change intervention. This paper pull up stakes discuss deuce change models, ii diagnostic instruments, and two change interventions.Change ModelsThe two change models discussed in this paper ar Lewins Change Model and the motion Research Model. Both of these models give a map on how to fix change. Lewins model simplifies the work into three steps while the Action Research Model consists of eight steps. Both models three anatomys Research phase, changing phase, and set phase (Luckett, 2003).Lewins Change ModelLewin developed one of the very first models for change management (Luckett, 2003). He stated there are two types of people in an organization those who resist change and those who strive for change (Luckett, 2003 JPC, 1995 Spector, 2007). He stated the two groups need to be of equal measure to harbour homeostasis (Luckett, 2003 JPC, 1995 Pellettiere, 2006 Spector, 2007). When both groups of people are equal, a frozed state (freeze) is achieved. Lewin (as cited by JPC, 1995) states a driving force is needed to either strengthen the driving forces or reveal the restraining forces to achieve change (para 3). Spector (2007) states, to break the social habits that support existing patterns of behaviors, effective implementation needs to start with dissatisfaction, disequilibrium, and discomfort (p. 29). When one side is strengthened and/or one side is weakened then change ( bm) thunder mug be achieved.During this time, the organization goes by dint of redesign, new roles and responsibilities, and new relationships are made (Spector, 2007). After the change, or movement, is completed, the organization then needs to go back to a state of homeostasis (refreeze). Bridges (2003) echoed Lewins three stages to organizational change in his naming of the stages Ending, losing, allow go neutral zone, and New Beginning (Bridges, 2003, p. 5 as cited by Stragalas, 2010, p. 31). Lewins model with its three steps may be too simplistic for umteen organizations to achieve change. Without a less ambiguous map, the organization may not be able to sustain change.Action Research ModelThe Action Research Model consists of eight steps Problem identification, consultation with behavioral science expert, data gathering and preliminary diagnosis, feedback to key client or group, knock diagnosis of problem, joint action planning, action, and data gathering after collection (Boonstra, 2003 Luckett, 2003). The last five stages can be perpetual. After the last data gathering, the organization should return to feedback to key client or group. Once the feedback is given, the group may want to continue through the next steps. Whereas the diagnosis is completed through the unfreeze in Lewins model, in the Action Research model, diagnosis is completed during the problem identif ication, consultation, and data gathering steps (Luckett, 2003, p. 25).The changing phase for Lewin is the move step. In the Action Research model, the changing phase occurs during the feedback, joint diagnosis, action planning, and action steps (Luckett, 2003, p. 26). In Lewins model, the solidified phase takes place during the refreeze. In the Action Research model, solidification takes place during the gathering after the action (Luckett, 2003, p. 26). Moreover, the continual process of feedback analysis solidifies the changes as the occur (Luckett, 2003, p. 27). Unlike the Lewin model, Action Research allows for perpetual analysis that facilitates adjustments in the organizations change plan (Luckett, 2003, p. 28).Diagnostic InstrumentsDiagnostic instruments, or assessment instruments, are used for data collection and to analyze an organization. Without a proper diagnosis, change is very likely to fail (Pellettiere, 2006). Alderfer (1980) states organizational diagnosis proceeds in there orderly phases entry, data collection, and feedback (p. 460). The entry phase consists of identifying who will participate in the assessment and if an agreement can be reached (Alderfer, 1980). The data collection phase consists of collecting the information and then analysis of the information (Alderfer, 1980). The feedback phase consists of sharing the results with the organization along with suggestions for the organization (Alderfer, 1980 Preziosi, 2012).The feedback should consist of strengths and weaknesses within the organization (Alderfer, 1980). Salem (2002) states there are three type of assessments structural assessments, functional assessments, and process assessments. Structural assessments are a snapshot of a specific point in time, functional assessments relates antecedents with actions and outcomes, and process assessments consists of collecting data over an extended plosive consonant of time (Alderfer, 1980).SWOT AnalysisSWOT Anlysis is an acronym which s tands for strength, weakness, opportunities, and threats (Balamuralikrishna Dugger, 1995 Boonstra, 2003 Hughes, 2007 Mind Tools, 2012 RapidBI, 2010 Renault, 2012). According to Balamuralikrishna Dugger (1995), a SWOT analysis should cover the cozy environment and external environment. In regards to education, the internal environment consists of faculty and staff, the learning environment, current students, operating budget, various committees, and research programs (Balamuralikrishna Dugger, 1995, para. 13). External environment includes propective employers of graduates, parents and families of students, competing schools, population demographics, and funding agencies (Balamuralikrishna Dugger, 1995, para. 14).SWOT analysis would be very beneficial to school systems. Understanding an organizations strengths, weaknesses, opportunities, and threats assists the organization and their drawing cards to develop a plan of change that will be meaningful, measurable, and achievable. B alamuralikrishna Dugger, 1995 give many drawbacks to the SWOT analysis. They warn against misusing information to justify a previously decided course of action rather than used as a means to up to(p) up new possibilities (Balamuralikrishna Dugger, 1995, para. 19). They also warn against being too concerned about labels. For example, in many instances threats can also be considered opportunities depending upon the mindset of the leader and/or organization (Balamuralikrishna Dugger, 1995).Functional AssessmentFunctional assessments are another diagnostic tool useful to organizations. Functional assessments look at antecedents, behaviors, reasons for the behaviors, and outcomes (Salem, 2002). Antecedents describe what happened sooner the behavior. The behavior refers to how a person(s) or organization responded to the antecedent. The next question one must ask is why did the person(s)/organization act this way? There are several reasons a person or organization responds the way th ey do. However, there are only a few categories for any given behavior attention, dodging/escape, and control/tangible (McConnell, Cox, Thomas, Hilvitz, 2001). Finding the reasoning behind a behavior can be very important in overcoming a behavior/ resistance to change or to repeat desirable behaviors to change. Problems associated with functional assessments often revolve around lack of direction. What does the organization do with this data? Functional assessments should be followed by goals. Goals are long-term change for an organization. To achieve their goals, organizations need to develop short-term wins, also called objectives.Change InterventionsChange interventions are the planned programmatic activities aimed at bringing changes in an organization (Sadhu, 2009, para. 1). Interventions are detailed maps to help an organization achieve its long-term change.Aligning Reward Systems through ObjectivesObjectives are a road map to achieving an organizations long-term goal. Objec tives need to be SMART specific, measurable, achievable, realistic, and timely (Morrison, 2010). As employees or other stakeholders meet objectives, a avenge system should be set in place. The reward system needs to be appropriate and balanced with regard to the objective and motivate the organization to meet the objective(s) by the deadline. Problems with reward systems include over compensating, nether compensating, and the reward not being meaningful to the recipient (Cole, Harris, Bernerth, 2006 Morrison, 2010 Nevis, Melnick, Nevis, 2008 Sadhu, 2009.Polarity Management InterventionMorrison (2010) states there are benefits of embracing resistance. He states embracing resistance can speed up the change process, help build strong relationships, help all stakeholders to meet some of their own personal goals, and keeping leaders from pickings untimely or foolish action (Morrison, 2010, para. 22). Johnson (1992) developed a table with four quadrants to depict change initiators and r esisters for both individuals and teams. Using this table helps organizations to see the total picture, understanding where individuals and the organization as a whole is at this time and how to get it individuals and teams from polar opposites to common ground so change can be made (Morrison, 2010). Downsides to Polarity Management Intervention include loosing individual creativity and freedom as well as neglect of personal needs (Morrison, 2010).ReferencesAderfer, C.P. (1980). The methodology of organizational diagnosis. Professional Psychology, 11(3), 459-468. doi10.0033-0175/80/1103-0459. Balamuralikrishna, R., Dugger, J.C. (1995). SWOT analysis A management tool for initiating new programs in vocational schools. Journal of Vocational and technological Education, 12(1), 5 pages. Retrieved from http//scholar.lib.vt.edu/ejournals/JVTE/v12n1/Balamuralikrishna.htm. Boonstra, J. (2003). Dynamics of organizational change and learning. Chichester Wiley. Cole, M.S., Harris, S.G., B ernerth, J.B. (2006). Exploring the implications of vision, appropriateness, and execution of organizational change. Leadership Organization Development Journal, 27(5), 352-367. doi http//dx.doi.org/10.1108/01437730610677963. Holt, D.T. (2002). Readiness for change The development of a scale. Ph.D. dissertation, auburn University, Alabama. ProQuest Digital Dissertations database. (Publication No. AAT 3070767. Huges, M. (2007). The tools and techniques of change management. Journal of change management, 7(1), 37-49. doi 10.1080/14697010309435. JPC (1995). An ethical, means based, approach to organizational change. JPC Media LLC. Retrieved from www.jpcmediallc.com. Linkage (2012). Diagnostic instruments and assessments. Linkage. Retrieved from linkageasia.com/our-leadership-consulting-expertise/diagnostic-instruements-assessments/ Luckett, M.T. (2003). Organizational change and development. (Unpublished dissertation). Walden University, Minneapolis, MN. McConnell, M.E., Cox, C.J., Th omas, D.D., Hilvitz, P.B. (2001). Functional