Index                                                        Page

I.                    Abstract……………………………………………………8

II.                 Breadth Title: Change and follower-ship

is the result of leadership, collaboration, and relationships………… 9

1. White Paper Component:

Walden University KAM 8612 Model of

Organizational Change and Development …………. 9

III.               Breadth Abstract……………………………………………………..11

1. Theory that effective process reengineering and bringing about

      positive change is the result of: …………………………………….  11

1.1. Effective leadership …………………………………………………………11

1.2. Based on relationship levels ………………………………………………...14

1.3. Communication clarity between stakeholders and participants ……………..15

2. Process change is leadership …………………………………………………..17

2.1. What is leadership? …………………………………………………………..17

2.1.1. Fiedler’s situational leadership style ……………………………………….18

2.1.2. Resonant and dissonant leadership during change …………………………18

2.2. Resonant leadership …………………………………………………………..18

2.2.1. Visionary style-Resonant ………………………………………………….. 19

2.2.2. Coaching style-Resonant ………………………………………………….. 20

2.2.3. Affiliative style-Resonant …………………………………………………..21

2.2.4. Democratic style-Resonant …………………………………………………21

2.3. Dissonant leadership ………………………………………………………….22

2.3.1. Pace-setting-Dissonant ………………………………………………………23

2.3.2. Commanding-Dissonant …………………………………………………….24

3. Definitions of process reengineering ……………………………………………25

3.1. What is process reengineering? ……………………………………………….26

3.2. Davenport’s view ……………………………………………………………...27

3.3. Hammer’s and Champy’s view ………………………………………………..29

3.4. Kotter’s and Cohen’s view  ……………………………………………………30

4. Organizational change and transformation theory ………………………………37

4.1. Need for relationship building in change ………………………………………37

4.2. Inability to change ……………………………………………………………...38

5. Complexities of change …………………………………………………………..39

5.1. Human side of Change ………………………………………………………….39

5.2. Lack of change process management …………………………………………..40

5.3. Job boundaries and beyond ……………………………………………………..40

5.4. IT Complexities …………………………………………………………………41

5.5. Change resistance ……………………………………………………………….43

5.6. Process management, collaboration, and leadership ……………………………43

6. Conclusion ……………………………………………………………………….. 45

7. References …………………………………………………………………………47

IV.              Walden University KAM AMDS 8622 Current Research Model of  

Organizational Change and Development ………………………………..48

V.                 Depth Abstract …………………………………………………48

1. Definitions …………………………………………………………………………49

1.1. Leadership methods are mixed situational methods

      of change process …………………………………………………………49

1.2. Radical change effect (which is also a short-term

      strategic leadership method) ………………………………………………49

1.3. Incremental change (also referred to as long-term

      change process strategy) …………………………………………………..50

1.4. Business Process Reengineering (BPR)-Change

      Methodology Environment ………………………………………………..50

1.5. hBPM-or Holistic participatory-solution-focused methods ………………………51

1.6. Process modeling ………………………………………………………………... 51

1.7. Workshop applications ………………………………………………………….. 52

1.8. Complexities of change …………………………………………………………. 52

2. In what situations is the mixed change process

      method best applicable? …………………………………………………. 54

3. Radical Change Method (RCM) ………………………………………………….. 57

3.1. Short-term strategy Radical Change ……………………………………………. 58

3.2. High turnover ………………………………………………………………… …59

3.3. Learning Curve Shock ……………………………………………………… …..60

4.0 Mixed Situational Change Method (MSCM) …………………………………….61

4.1. Variable project timeframe ………………………………………………………62

4.2. Controllable turnover …………………………………………………………….63

4.3. Controllable learning curve ………………………………………………………64

5. Incremental Change ………………………………………………………………..65

6. Holistic Participatory-solution-focused methods ………………………………….66

7. Process Modeling ………………………………………………………………….67

8. Conclusion …………………………………………………………………………68

9. Depth Annotated Bibliography ……………………………………………………72

10. References ………………………………………………………………………..91

VI.              Walden University AMDS 8632 Application of Organizational

Change Models ………………………………………………………….  94

VII.            Application Title: Marketing materials change

project is going wrong; A learning Application Abstract ……………… ..94

1. Organizational and Problem Description ………………………………………… .95

2. Change Project Description ………………………………………………………..98

2.1. Legal department ……………………………………………………………….  99

2.2. International development ……………………………………………………… 99

2.3. Local market managers ………………………………………………………..  100

2.4. Customer care call center …………………………………………………… …101

2.5. Information technology ………………………………………………………..  101

2.6. External legal firms ……………………………………………………………  102

2.7. Commission department ……………………………………………………… .102

3. Complexities of the Environment ……………………………………………….. 103

4. Leadership style applied in the organization and in support

      of the project …………………………………………………………… 105

5. Change Process Methodologies applied to get the

      project completed ………………………………………………………. 106

6. Description of Complexities of Change …………………………………………. 107

6.1. Project adjustment by stakeholder-change and/or adaptations ………………… 108

6.2. Regulatory Affairs Law Changes ……………………………………………… 109

6.3. Product market demand change (consumer requirements) ………………….… 111

6.4. Market adjustments

    (new markets and consolidating marketing materials) ………………..…. 112

6.5. Competitive advantage-change driven by competition ………………………… 113

6.6. Examples of variables on the axis of the Environment

     multiplied by time, in the subject organization …………………….……. 114

6.6.1. Cultural background change through stakeholder change

    (new employees or lay-offs) ……………………………………………… 115

6.6.2. Intelligence gain or loss through departmental change

     and employee hiring or lay-offs …………………………………….…… 116

6.6.3. Language barriers between stakeholders …………………………………….. 117

6.6.4. Market to headquarter time differences ……………………………………… 118

7. Conflicts described, their causes, and the results ………………………….…….. 119

8. What do all of these complexities have to do with

      reengineering IT processes? ……………………………………………...122

9. Recommendation for improvement ……………………………………………….. 124

10. Conclusion ……………………………………………………………………….. 126

 

Tables:

Table 1, Comparison of failure or success reasons

in process reengineering                                            15

Table 2, Comparison of Change Improvement with

Incremental Change Outcomes                                    28

Table 3, Potential results of Incremental Change

Processes if followed                                                 30

Table 4, Potential results of Incremental Change

Processes if not followed                                           34

Table 5: Leadership Methods influence on

Change Method Environments                                      55