INTD670_U5_IP_Morgan_Weckesser

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1 Unit 5 IP Morgan Weckesser Unit 5 Independent Project Colorado Technical University 12/17/2023

2 Unit 5 IP Introduction Mike and Theresa, the end is so close you can see the big bright light at the end of the tunnel! We have navigated through how to set the framework of the new company JEANSTYLE merging the best parts of both PALEDENIM and UWEAR. You have both created clear ethical standards that ensuring they worked within both company cultures to create an overarching mission, vision, and values to sustain the company forward, as well as a code of conduct so everyone on every level knows the expectations of JEANSTYLE. The final stage is moving forward with a change model that works for JEANSTYLE. We will work together to explore the different change models that would be extremely helpful in moving forward with JEANSTYLE. Once we choose the model you are going to move forward with, you will be able to sustain without any assistance. I am excited to endeavor with you both to help JEANSTYLE soar. Choosing a Change Model Board (2019) calls out three specific change models to choose from: John Kotter’s Eight Steps to Change, Kurt Lewin’s Three-Step Process, and the ADKAR method to which I will overview for you before we choose the model, you will be working within going forward (pg. 44-47). First, John Kotter developed eight steps that Lucidchart (2019) points to which focuses more on the people experiencing large organizational changes rather than the changes themselves. The eight steps are: 1. Create a sense of urgency. 2. Build a strong coalition. 3. Form a strategic vision. 4. Get everyone’s buy-in. 5. Enable action by removing barriers. 6. Generate short-term wins. 7. Sustain acceleration. 8. Institute change.

3 Unit 5 IP We look to this structure, so the employees are receptive to change through trust, transparency, and teamwork allowing the entire organization to follow a set list of steps as a part of their change strategy. I know from experience that employees do feel more at ease when they know what is coming next in a process change. Contrasting to this approach is Lewin’s approach which is to Unfreeze the current processes, Change then implemented, and then Refreeze the changes set forth Board (2019). This strategy will allow your organization to change quickly if needed but it is not exactly expansive. Lucidchart (2019) agrees in saying that the Lewin change model, while too simplistic for some, is favored by others for its ability to uncover old patterns or overlooked problems as well as for its clean approach to new ways of thinking (para 7). Finally, the ADKAR method, which is an acronym for Awareness, Desire, Knowledge, Ability, and Reinforcement. Lucidchart (2019) tells us the ADKAR model is popular for its people-focused approach to change management (para 8). But just because its popular, is it effective? Board (2019) explains further that the ADKAR model is intended to be a coaching tool to help employees through the change process by using management teams to focus their activities on specific business results (pg. 47). Judging by the culture, mission, vision, and value you have for JEANSTYLE, I would strongly suggest Mike and Theresa together work through your change with the ADKAR approach because it enables both company’s employees to be engaged within the process and become an active part in how JEANSTYLE will stand on its own and allow PALEDENIM and UWEAR to close in a dignified manner.

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4 Unit 5 IP Integrating Change Into JEANSTYLE In choosing the ADKAR method, we look at each individual letter in the acronym through the lens of JEANSYLE. Starting with A in awareness. The employees need to be aware that you are looking to make a change. You will gain no support otherwise, and no one likes to be blindsided on any front. Raising awareness may look like a CEO Town Hall Meeting to both companies whether in person or virtually, to express the why behind the change. This will tie back into your transparency, and communication initiatives laid out in your code of conduct. This action will show your employees that you are all in on JEANSTYLE and what you are rolling out for the future. The letter D in ADKAR demonstrates a desire. We want to inspire the employees to have a desire not only to participate in the change but desire to be the change. We want them to buy into the changes so the mindset and culture continues to change forward and leave old habits or processes behind. Instilling a desire will help alleviate any resistance we are sure to see down the line. The K in ADKAR represents knowledge. We want the employees to have the knowledge of the change as well as knowing of how to change. Again, you are going to want to lean on leading by example and show your employees how this change will look. You could also use visual aids to highlight expectations and effectiveness surrounding the changes coming. I have known this to be particularly effective when paired with a town hall style meeting so there is little chance for questions later. Bringing us back to the second A in ADKAR, we must empower the employees to have the ability to change. One of the biggest and best things any CEO can do is empower their employees to be all they can be. Some individuals need to be encouraged to do and be more and

5 Unit 5 IP even through change they need to know they can do it and that things are sound on the other side of the bridge. You will lower the resistance to change when you show up for your employees through what could be a challenging time for them. Finally, Reinforcement. You will need to continuously drive this change home, so it sticks. Unfortunately, humans are resistant to change. Olmstead (2023) implies that many times, employees resist change because they believe their opinion does not matter and would not impact the decision to make an organizational change (para 2). In knowing this you are going to want to encourage your employees to know they are not alone in the impending changes and the changes made are going to benefit everyone across the company. When Resistance Arises You are going to face resistance at some point of this change. You are going to be asked “Why fix what isn’t broken?” That is okay! What matters is how you endeavor to combat this resistance. Abbas (2022) laid out four simple points in denial, resistance, exploration, and commitment para 8-11). Through the ADKAR model, you will be able to make this change interactive so there is less of a denial or resistance that the change is happening, and your employees move more quickly into exploration on their new situation and then finally commit to it moving forward. When you are present and conscious about the changes you are implementing, you are able to connect with your employees, so they know this is not happening to them but rather you are experiencing this with them. Make sure you are clear about how the change will benefit the employees and more importantly how the change will affect how you service your clients. Focus on the projected increases in productivity so the employees know why you are changing things to begin with. Humans are inherently curious. We want, no, need to know the why behind change

6 Unit 5 IP in order to equivocate the why to the reasoning behind the change. I have no doubt, Mike and Theresa, that you both will instill these strategies into your ultimate change roll out. Conclusion Mike and Theresa, it has been an absolute pleasure consulting with you and for you, so JEANSTYLE starts off with the best foot forward. Utilize the ADKAR method and you will be able to lay out a clear plan for your employees. Not that you will not be faced with resistance or never-ending questions, but now you will be armed with strategies to explain the why behind your actions within your company. Do not be afraid of change yourselves either. Do not second guess yourselves. You have all the tools you need to be wonderful CEOs who genuinely care about their employees who drive their revenue and the company you have created, and you all represent. JEANSTYLE is going to be a great company. I have no doubt your employees will be thrilled their CEOs took the time to ensure everyone was considered when embarking on this journey. Mike and Theresa, good luck moving forward and please never hesitate to reach out to me with questions or concerns. It has been an absolute pleasure collaborating with you both and I wish nothing but the best for JEANSTYLE.

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7 Unit 5 IP References 7 fundamental change management models. 7 Fundamental Change Management Models | Lucidchart Blog. (2019, October 14). https://www.lucidchart.com/blog/7-fundamental- change-management-models Abbas, T. (2022, February 6). How to overcome resistance to change: Change management. CMI. https://changemanagementinsight.com/how-to-overcome-resistance-to-change/ Board, E. (2019). Leadership and Ethical Decision Making (2nd ed.). Words of Wisdom, LLC. https://coloradotech.vitalsource.com/books/9781945554766 Olmstead, L. (2023, November 17). Resistance to change: 7 causes & how to overcome them (2024) . The Whatfix Blog | Drive Digital Adoption. https://whatfix.com/blog/causes-of- resistance-to-change/#:~:text=Many%20times%2C%20employees%20resist%20change,to %20make%20an%20organizational%20change .

INTD670_U5_IP_Morgan_Weckesser

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