![\"\"](\"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-content\/uploads\/sites\/101\/2019\/02\/Screenshot-2019-02-24-14.35.06.png\")
<\/p>\n<\/p>\n
Infographic from Venngage<\/span><\/p>\n Change in organizations can come about for many reasons, critical need, policy development, strategic direction to name a few. Change can be a critical need as was with Charity Village. When Mr. Earle came on board as their Chief Operating Officer, it was clear to him that a change was required to stay in business. “We were using outdated tools on an outdated system” (G. Earle, personal communication, February 16, 2019). In this instance, the change was necessary for the organization to stay in business. Change can also be a policy development as was with York Region Community and Health Services Department. Ms. Sheppard, the HIFIS Community Coordinator for York Region, shared that to assist with the change to the Homeless Individual and Families Information System (HIFIS), a new database; she had to help organizations change the way that they had been doing things for decades. Change can also be strategic, as was with The Salvation Army’s Executive Director of York Housing and Support Services (YHSS). Ms. Saunders explained that “to expand across the Region, we needed to change the way we were communicating and sharing information\u201d (R. Saunders, personal communication, February 15,2019).”<\/p>\n When comparing the way that each of these change leaders tackled the daunting task of making a signification change, there are similarities with many of the change models presented in “Thriving Through Change: A Leader’s Practical Guide to Change Mastery.” Elaine Biech presents a comparative view of four different models of change from Lewin’s Three Step Model to Evans and Schaefer’s 10 Tasks Model (Biech, E., 2007, ch. 3, p. 3) When considering the change models that are presented here, it appears that Mr. Earle’s path was similar to Kotter’s Eight-Step Model in that he established a sense of urgency by recognizing a critical need for change, created a guiding coalition with the advisory board and communicated the change vision through Proof of Concept in each phase. Ms. Sheppard’s path through the change process seems to be quite similar to Ulrich’s Seven-Step Model in that she was tasked to lead the change for all organizations required to utilize the new system. She created a shared need by recruiting \u201cHIFIS “Champions” from each organization\u201d that would be meeting in a monthly working group and mobilized the commitment by making the new system relevant to its users (N. Sheppard, personal communication, February 22, 2019). Ms. Saunders path through change was somewhat similar to Evans and Schaefer’s 10 Tasks in that she appreciated the situation by recognizing a strategic value of the needed change, developed strategic alignment by justifying the expense and creating a strategic plan and expanded understanding and commitment by getting buy-in from staff.<\/p>\n The change process was not easy according to Mr. Earle, Ms. Sheppard, and Ms. Saunders. Mr. Earle explained that “all stakeholders agreed that a change was needed but also did not want the process to change.\u00a0\u00a0 We were able to create a change that resulted in a mere 10% process change and still faced resistance.” Ms. Sheppard pointed out that “people are naturally resistant to change and so I needed to make it [the change] as convenient as possible.” Ms. Saunders faced staunch resistance and focused heavily on buy-in, communication, and strategic direction. Rochelle explained that “I knew they needed time to adapt, so we put the change as a standing item on our meeting agenda so that we could work out any issues.” All of these change initiatives were successful endeavors, and while these leaders were not previously aware of the change models that are presented here, it is clear that these models ring true in the world in which they operate.<\/p>\n <\/p>\n References<\/p>\n Bmeaningful (November 14, 2017). Geoff Earle of CharityVillage on people not just profit<\/em>, [Photograph]. Retrieved from http:\/\/www.bmeaningful.com\/blog\/2017\/11\/geoff-earle-of-charityvillage-on-people-not-just-profit\/<\/p>\n Biech, E. (2007). Models for Change. In Thriving Through Change: A Leader\u2019s Practical Guide to Change Mastery<\/em>. Alexandria, VA: ASTD [Books24x7 database]\n Channing-Sheppard, N., (August 3, 2017). Profile Picture. Retrieved from https:\/\/www.facebook.com\/photo.php?fbid=10155415929571745&set=a.489499386744&type=3&source=11&referrer_profile_id=618876744<\/p>\n Koren, D., (2015). Rochelle Saunders<\/em> [Photograph] Retrieved from http:\/\/belindas.nextmp.net\/index.php\/staff\/rochelle\/<\/p>\n Lewins, K. (2015). Kurt Lewin\u2019s three stage model – Organizational Change and Development – Manu Melwin Joy, 2015<\/em> [Photograph]. Retrieved from https:\/\/www.slideshare.net\/manumelwin\/kurt-lewins-three-stage-model<\/p>\n Lock, D., (2018). Kotter\u2019s 8 Step Change Model [Photograph], [Blog Post] Retrieved from https:\/\/daniellock.com\/kotters-8-step-change-model\/<\/p>\n Wikipedia (2018). Dave Ulric <\/em>[Photograph] Retrieved from https:\/\/en.wikipedia.org\/wiki\/Dave_Ulrich<\/p>\n","protected":false},"excerpt":{"rendered":" Infographic from Venngage Change in organizations can come about for many reasons, critical need, policy development, strategic direction to name a few. Change can be a critical need as was with Charity Village. When Mr. Earle came on board as… Continue Reading →<\/a><\/p>\n","protected":false},"author":101,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-251","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"_links":{"self":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-json\/wp\/v2\/posts\/251","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-json\/wp\/v2\/users\/101"}],"replies":[{"embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-json\/wp\/v2\/comments?post=251"}],"version-history":[{"count":1,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-json\/wp\/v2\/posts\/251\/revisions"}],"predecessor-version":[{"id":253,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-json\/wp\/v2\/posts\/251\/revisions\/253"}],"wp:attachment":[{"href":"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-json\/wp\/v2\/media?parent=251"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-json\/wp\/v2\/categories?post=251"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/malat-webspace.royalroads.ca\/rru0059\/wp-json\/wp\/v2\/tags?post=251"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}