Medicaid Case- Kotter’s Model

Drawing on the material in the required and background reading, prepare a 6-7 page paper (not including cover and reference pages) in which you:
1.Analyze the Medicaid Case Study using Kotter’s model for change. Specifically, what did or didn’t the City, in partnership with the consulting firm, do that followed or went against the model.
2.What types of interventions were used to “induce” change
3.What types of resistance to change were present? What did or didn’t the City and/or the consulting firm do that enabled them to overcome any resistance to change. .
4.Define the leadership strategies present to lead the change and overcome resistance.
5.What limitations does Kotter’s model have, and how did they manifest in this particular situation? What should be done to ensure that when using it they do not impact your analysis / change project?

(Required Reading)

Aguirre, D., and Alpern, M. (2014). 10 principles of leading change management. Organizations and People, (75). Retrieved from http://www.strategy-business.com/article/00255?gko=9d35

Anderson, C.S. & Zaballero, A.G. (2015) Organization development and change models. In Zaballero, A.G., Corn, C.M. Haynes, C. Rothwell, W.J. Anderson, C.S. & Park, C.H. (eds) Organization Development Fundamentals: Managing Strategic Change. Alexandria, VA: Association For Talent Development. Chapter 2: pp 13-42

Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: Revisiting Kotter’s 1996 change model. The Journal of Management Development, 31(8), 764-782. doi:http://dx.doi.org/10.1108/02621711211253231

Appreciative inquiry commons (n.d.). Retrieved from http://appreciativeinquiry.case.edu

Why Implementation matters. http://www.mckinsey.com/insights/operations/Why_implementation_matters#

Caldwell, R. (2012). Leadership and learning: A critical reexamination of Senge’s learning organization. Systemic Practice and Action Research, 25(1), 39-55. doi:http://dx.doi.org/10.1007/s11213-011-9201-0.

Change First (2014). How to actively engage your people in organisational change.

Choi, M. (2011). Employees’ attitudes toward organizational change: A literature review. Human Resource Management, 50(4), 479-500. doi:10.1002/hrm.20434

de Caluwe, L. & Vermaak, H. (2004). Change Paradigms: An Overview. Organization Development Journal, 22(4), 9-18.

Decker, P., Durand, R., Mayfield, C. O., McCormack, C., Skinner, D., & Perdue, G. (2012). Predicting implementation failure in organization change. Journal of Organizational Culture, Communication and Conflict, 16(2), 29-49.

Isett, K. R., Glied, S. A., Sparer, M. S., & Brown, L. D. (2013). When Change Becomes Transformation. Public Management Review, 15(1), 1-17. doi:10.1080/14719037.2012.686230

Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.

Leadership styles. (2008). Leadership Toolbox. Retrieved from http://www.leadership-toolbox.com/leadership-styles.html

Pardo-del-Val, M., Martínez-Fuentes, C., & Roig-Dobón, S. (2012). Participative management and its influence on organizational change. Management Decision, 50(10), 1843-1860. doi:http://dx.doi.org/10.1108/00251741211279639

Poole, M. S., & Van de Ven, A. H. (2004). Handbook of Organizational Change and Innovation. Oxford, UK: Oxford University Press.

Prosci. (1996-2014). Change management – the systems and tools for managing change . Retrieved November 20th, 2014, from http://www.change-management.com/tutorial-change-leadership-mod3a.htm

Reissner, S. C., Pagan, V., & Smith, C. (2011). ‘Our iceberg is melting’: Story, metaphor and the management of organisational change. Culture & Organization, 17(5), 417-433. doi:10.1080/14759551.2011.622908

Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco: Jossey-Bass. Retrieved from Trident online library eBook Academic Collection (EBSCO)

Wei, M., & Ooi, T. (2011). Organization transformation: What matters most is the leader’s actions. International Journal of Emerging Sciences, 1(3), 211-230.