Colorado Technical University Organizational Change Drivers Discussion

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Business Finance

Colorado Technical University


Part 1

You now have change programs in various stages of implementation at a large number of the 60 companies in your portfolio. Some of the companies are doing quite well, and others are stalling or are nonresponsive to the change initiatives being implemented. You have a feeling that there is resistance that is taking place, and you want to roll out some new concepts and ideas to help the leaders of these companies handle this resistance. A number of these leaders have asked you for ideas that would help them understand the resistance and to perhaps create action plans to address the issues involved. You presented a set of possible issues, which has prompted the line managers to ask for more specifics to increase the success of all the change initiatives.

Complete the following:

  • What is the relationship between change drivers and impediments to change in an organization?
  • Explain different external and internal change drivers, and describe their impact on people in an organization.
  • What are the applicable models and strategies to overcome resistance to change?
  • How does your current set of recommendations demonstrate either a reduction in the resistance to change or the need to adjust some of the change drivers?
  • What are at least 5 specific recommended steps that can be taken in the present situation described?
  • A paper of 1,800–2,200 words

Part 2

Although your work is not yet complete, you have invested much time in interventions, and the president is already asking for some measurable results. Summarize and prepare a meaningful summary of those results to date for the president. There are many evaluation strategies here that you have learned and practiced. It is time to see if her investment of time and money will be a payoff.

Complete the following:

  • What are 3 of the most commonly used evaluation strategies for change strategies?
  • Contrast and compare those strategies.
  • Which would you say is the best practice? Explain why.
  • Use a minimum of 1 chart in your analysis or description of a model or strategy being recommended.
  • Create 1 proposed project schedule.
  • Build a meaningful evaluation summary that would best communicate the organizational development (OD) results to the president.
  • Use at least 2 valid graduate-level sources along with the correct APA format.
  • A paper of 1,800–2,200 words

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Explanation & Answer

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Evaluation Strategy

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Three Commonly Used Evaluation Strategies for Change Strategies
Evaluation is the process of analyzing a project critically. It involves collecting and
analyzing information on a project's activities, defining the characteristics, and establishing
outcomes. The purpose of evaluation is to develop a judgment to improve effectiveness and
come up with an informed decision. Strategy evaluation involves analyzing a strategic plan to
find out how well or how far the researcher has achieved or managed to attain the strategic plan's
goals. The process involves internal analysis and is part of strategic research for an organization
when making a decision. An evaluation plan is used to study the methods used in success
evaluation. The methods used to collect evaluation information, analysis, and when to conduct
the assessment, and the person who will do the review (Wheelen et al., 2017). The main
evaluation strategies are goal-based, process-based, and outcome-based. A goal-based evaluation
strategy is used to determine the actual outcome of a project compared to the original plan's
goals. Some observations are used to gauge a project when using a goal-based evaluation to help
startups and small businesses' efficiency.
When employees understand how the goals were set to initiate some organizational
change, likely resistance is limited, and it is a significant factor in this analysis. The set goal has
to be thoroughly researched and involve historical data used in performance evaluation. In
planning a new project, a timeline should be set in which the change should take effect. The
timelines are the baby steps taken to initiate the difference, and actual data is compared to the
forecasts. Observation of a goal-based approach determines whether the set timeline was set
appropriately and whether the milestone is in line with the destination. To practically carry on a
new change in an organization, proper resources like funds, right employees, among others, have
to be levied to ensure practical completion of the project or change ejection. The change to be


initiated into a company must be prioritized to help attain the final goal. The goal-based
approach evaluates if the set priority is correct or whether there is a need to change preference in
the future.
The process-based evaluation strategy documents the initial development and the
implementation of change by assessing whether set strategies were implemented as was planned
or whether the output attained was produced. It is essential for managers to majorly focus on
inputs, the accompanying activities, and results or outcomes. In this process, the management
will be able to distinguish between theory and implementation failure to accept change.
Implementation failure is the inadequacy of projected results due to poor practices, while theory
failure is when the activities to initiate change are implemented. However, when the results are
not found; it means that the concept aligned to the projected outcome is incorrect.
Process evaluation acts as a checkpoint for change implementation to ensure the
outcome of initiated change is projected or is in line with the project. When the set guidelines are
not achieved, findings are carried out to evaluate the reasons. Thus, it saves time and funding,
which otherwise would go to waste. In this process, feedback is relayed through the assessment
of used resources and measurement of output indicators. Since all these activities are done while
change initiation goes on, there will be early detection of challenges and shortfalls. This will
enable the management to alter the activities involved in the change process, thus improving the
possibility of a positive outcome. In this process, the administration can pinpoint the program's
strengths and weaknesses and improve on them in the future. The product-based evaluation
process is a systematic way to assess the extent to which a program achieved the projected
outcome. It is used as a planning and evaluation tool and measures results. It, therefore, identifies
observations that credibly show change.


Contrast and Comparison of the Three Techniques
The goal-based strategy is aligned to the final objective of why the change was initiated,
it defines the outcome, and there is an emphasis on how goals are measured. The process-based
strategy is all the processes involved to attain change. Each milestone is evaluated, outer plans
are set analysis, and procedures are put in place if the change's outcome is not in line with the
projected change-based evaluation analyses the final change initiation. It is mainly...

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