1

Philippine Christian University

1648 Taft Avenue corner Pedro Gil Streets
Malate, Manila

SUBJECT CODE: PhDDAP G713

UNIT: 3
PROFESSOR: ARCADIO JEFFREY S. PERIDA, Ph.D.
SUBJECT DESCRIPTION: Organization and Transformational Leadership
COURSE: Doctor of Philosophy in Development Administration, Major in
Public Governance

Module 1: TRANSFORMATION AND CHANGE

Module Overview:

This module delves into the dynamic concept of transformation and

change within organizational contexts. Understanding the intricacies of
change management is crucial for leaders and professionals navigating
the evolving landscape of modern businesses. The module will explore
theoretical foundations, practical frameworks, and case studies to equip
participants with the knowledge and skills needed to lead and adapt to
transformative changes successfully.

Module Objectives:

1. Define Transformation and Change:

- Explore the definitions and nuances of transformation and change in
organizational settings.
- Understand the fundamental differences between incremental change
and transformative change.

2. Theoretical Foundations:
- Examine prominent theories that underpin organizational
transformation.
- Discuss how these theories inform strategies for managing change
effectively.

3. Leadership in Change:
- Analyze the role of leadership in driving and facilitating transformative
change.
- Identify key leadership attributes and skills essential for leading
successful transformations.

4. Change Management Models:

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Student, Doctor of Philosophy in Development Administration Major in Public Governance
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- Explore popular change management models, such as Kotter's 8-Step

Model and Lewin's Change Management Model.
- Assess the strengths and limitations of various models in different
organizational contexts.

5. Organizational Culture and Change:

- Understand the relationship between organizational culture and the
success of transformative change.
- Discuss strategies for aligning organizational culture with the desired
change.

6. Resistance to Change:
- Identify common sources of resistance to change.
- Explore techniques and approaches to overcome resistance and
promote buy-in from stakeholders.

7. Communication Strategies:
- Examine effective communication strategies during times of
transformation.
- Understand the importance of transparent and consistent
communication in managing change.

8. Case Studies:
- Analyze real-world case studies of successful and unsuccessful
organizational transformations.
- Extract key lessons and insights from diverse industry examples.

Assessment:
- Participants will engage in a group project where they analyze a real-
world transformational change initiative, applying the theories and
frameworks discussed.
- Individual assessments will include reflections on personal experiences
with change and their application of module concepts in their professional
context.

1.1 TRANSFORMATION AND CHANGE

Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
 3

Change in an organizational context refers to the process of making

something different. It is often incremental and focused on improving
existing systems, processes, or practices. Change can be planned, which
involves initiatives that are strategically designed and implemented, or
unplanned, or those changes that occur due to unforeseen circumstances
or external pressures.

Transformation, on the other hand, is more profound and comprehensive.

It involves a fundamental shift in the way an organization operates, often
affecting its culture, strategy, and overall direction. Transformation is
characterized by deep structural shifts that incudes changing the
underlying structures and frameworks of the organization. It also comes
with it the cultural change that alters the values, beliefs, and behaviors
within the organization, as well as strategic reorientation which redefines
the organization's mission, vision, and strategic goals.

Nuances and Key Concepts

1. Urgency. Creating a sense of urgency as a critical step in both

change and transformation. Without a compelling reason to change,
organizations risk complacency.

2. Vision and Strategy. For transformation, having a clear vision and a

robust strategy is essential. This vision must be compelling and
communicated effectively to guide the transformation process.

3. Empowerment. Empowering employees to act on the vision is

crucial. This involves removing obstacles and fostering an
environment where people feel capable of contributing to the
transformation.

4. Short-Term Wins. Celebrating short-term successes is important in

both change and transformation to maintain momentum and
demonstrate progress.

5. Consolidation and Anchoring. Ensuring that changes are

consolidated and embedded into the organizational culture is vital.
This means making the new approaches stick and ensuring they
become part of the organization's norms and practices.

Change initiatives might target specific areas such as improving a process

or adopting new technology. Transformation, however, affects the entire
organization and requires a more holistic approach. Change can often be
incremental and gradual. Transformation, by contrast, tends to be more
rapid and sweeping, requiring a break from past practices and a leap into
new ways of operating. While resistance is a common challenge in both
scenarios, transformation often faces deeper resistance due to its impact
on the core identity and culture of the organization.
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
 4

Incremental change refers to small, gradual improvements or adjustments

that are made over time within an organization. It is limited in scope,
often focusing on improving existing processes, products, or services.
These changes are usually minor and affect only specific parts of the
organization. It is evolutionary rather than revolutionary. It is built on
existing systems and practices without drastically altering the core of the
organization.

Incremental change is slow and continuous. It happens over a longer

period and are often part of a continuous improvement process. It also
possess lower risk compared to transformative change because these
changes are smaller and more manageable. They often require fewer
resources and can be more easily reversed if necessary.

Examples of incremental change are implementing a new software

update, improving customer service procedures, or refining a production
process.

On the other hand, transformative change, or transformational change,

refers to a comprehensive and radical shift that fundamentally alters the
organization’s structure, culture, and operations. It is broad and far-
reaching, affecting the entire organization. This type of change can
involve a complete overhaul of strategies, business models, and
organizational culture. It is also revolutionary and disruptive. It seeks to
redefine the organization’s way of operating, often involving significant
innovation and departure from past practices.

Transformative change pace is rapid and significant. It often occurs in

response to major external pressures or opportunities and require swift,
decisive action. It possesses higher risk due to the scale and depth of the
changes. Transformative change can be challenging to implement and
may face substantial resistance from within the organization.

Examples of transformative change are merging with or acquiring another

company, shifting from a traditional business model to a digital one, or
undergoing a complete cultural transformation.

Key Differences

1. Magnitude. Incremental change is about making small, continuous

improvements, whereas transformative change involves large-scale,
fundamental shifts.

2. Approach. Incremental change is often methodical and planned out

over time, while transformative change requires bold, decisive
moves and a clear vision for a new future.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 5

3. Impact. The impact of incremental change is typically confined to

specific areas, whereas transformative change affects the entire
organization, reshaping its identity and operations.

4. Leadership Role. Leaders managing incremental change focus on

fine-tuning and optimizing, whereas leaders guiding transformative
change must inspire, motivate, and navigate through significant
uncertainty and resistance.

5. Cultural Implications. Incremental changes might adjust parts of the

organizational culture, but transformative change usually requires a
complete cultural shift, changing the values, behaviors, and norms
of the organization.

By understanding these fundamental differences, leaders can better

prepare and strategize for the type of change they aim to implement,
ensuring they choose the appropriate methods and approaches for their
specific context.

1.2 THEORETICAL FOUNDATIONS

Don E. Beck and Christopher C. Cowan present a comprehensive

framework for understanding human development and organizational
transformation based on the concept of value systems or "memes." These
value systems influence behavior and decision-making processes in
individuals and organizations. The authors draw on several theoretical
foundations to underpin their model of organizational transformation.

1. Clare W. Graves' Emergent Cyclical Levels of Existence Theory

(ECLET)
a. Core Idea- Graves proposed that human development progresses
through a series of levels, each representing a different value
system or worldview. These levels emerge in response to life
conditions and are characterized by distinct ways of thinking and
behaving.
b. Application in Spiral Dynamics- Beck and Cowan adopted and
expanded Graves' theory, creating the Spiral Dynamics model.
They identified eight major value systems, labeled as memes,
which include:
i. Beige: Survival-driven
ii. Purple: Safety-driven
iii. Red: Power-driven
iv. Blue: Order-driven
v. Orange: Achievement-driven
vi. Green: Community-driven
vii. Yellow: Integrative
viii. Turquoise: Holistic

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
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Graves' theory posits that human development proceeds through a series

of hierarchical value systems, or "memes," which emerge in response to
changing life conditions. This framework helps leaders identify the current
dominant value system within their organization and anticipate the next
level of development. Understanding these stages allows leaders to tailor
their change management strategies to align with the existing and
emerging value systems.

2. Maslow's Hierarchy of Needs

a. Core Idea- Abraham Maslow's theory posits that human needs
are structured in a hierarchy, ranging from basic physiological
needs to higher-order self-actualization needs. As lower-level
needs are met, individuals seek to fulfill higher-level needs.
b. Application in Spiral Dynamics- The progression through the
Spiral Dynamics value systems can be seen as an expansion of
Maslow's hierarchy, where each level represents the fulfillment of
different sets of needs and the emergence of new, more complex
needs.

Maslow's theory outlines a progression of human needs from basic

physiological needs to higher-order self-actualization needs. By
recognizing where their organization and its members fall on this
hierarchy, leaders can address specific needs at each level. This ensures
that change initiatives are supported by fulfilling foundational needs
before pushing for higher-level changes.

3. Systems Theory
a. Core Idea- Systems theory views organizations as complex,
adaptive systems that are interconnected and interdependent.
Changes in one part of the system can have wide-ranging effects
on other parts.
b. Application in Spiral Dynamics- Beck and Cowan emphasize that
value systems operate within individuals, groups, and entire
organizations, interacting dynamically with each other and the
surrounding environment. Understanding these interactions is
crucial for effective organizational transformation.

Systems theory views organizations as complex, interdependent systems

where changes in one part can have wide-reaching effects. Effective
change management involves understanding the organization as a whole
and anticipating how changes will impact different parts of the system.
Leaders can use systems thinking to create holistic change strategies that
consider the interconnections within the organization.

Prominent Theories Underpinning Organizational Transformation

1. Evolutionary Development

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
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a. Core Idea: Organizations, like individuals, evolve through

predictable stages of development. Each stage represents a
different set of challenges and opportunities.
b. Application in Spiral Dynamics: Organizations must recognize
their current value system and the next stage of development to
manage change effectively. This evolutionary perspective helps
leaders guide their organizations through transitions by
addressing the specific needs and challenges of each stage.

2. Cultural Transformation
a. Core Idea: Organizational culture is a critical factor in
transformation. Changes in values, beliefs, and behaviors are
necessary for sustainable transformation.
b. Application in Spiral Dynamics: The model provides a roadmap
for cultural transformation by identifying the dominant value
system within an organization and fostering the development of
more complex value systems. This cultural shift is essential for
adapting to changing external conditions and achieving long-
term success.

3. Leadership and Change Management

a. Core Idea: Effective leadership is crucial for guiding organizations
through change. Leaders must understand and address the
diverse value systems within their organizations.
b. Application in Spiral Dynamics: Leaders must be aware of their
value systems and those of their employees. By aligning their
leadership style with the dominant value system and facilitating
the emergence of higher-order systems, leaders can effectively
manage organizational transformation.

4. Integral Theory
a. Core Idea: Integral theory, developed by Ken Wilber, integrates
multiple perspectives to provide a comprehensive understanding
of human development and organizational change.
b. Application in Spiral Dynamics: Beck and Cowan's model is
aligned with integral theory, offering a multi-dimensional
approach to organizational transformation. It considers the
internal (values, beliefs) and external (structures, systems)
aspects of organizations, emphasizing the importance of holistic
change.

How these Theories inform Strategies for managing change

1. Tailoring Strategies to Value Systems (Graves' ECLET)

a. Assessment. Leaders should assess the current dominant value
system within their organization. This involves understanding the
prevailing beliefs, motivations, and behaviors.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 8

b. Alignment. Change initiatives should align with the values and

priorities of the current stage. For example, in an organization
dominated by the Blue value system (order and stability), change
strategies should emphasize structure, rules, and processes.
c. Transition Management. Facilitate the transition to the next value
system by addressing the limitations of the current system and
highlighting the benefits of the next stage. This involves
providing support and creating an environment that encourages
the emergence of new values.

2. Addressing Needs at All Levels (Maslow's Hierarchy)

a. Foundational Support. Ensure that basic needs (e.g., job security,
safe working conditions) are met before implementing more
ambitious change initiatives. This builds a stable foundation for
change.
b. Progressive Engagement. Gradually introduce changes that
address higher-order needs. For instance, after securing basic
needs, focus on social needs (e.g., team-building, collaboration)
and then on self-actualization (e.g., personal development,
innovation opportunities).
c. Holistic Approach. Recognize that individuals within the
organization may be at different levels of need. Tailor
communication and support to meet these diverse needs.

3. Utilizing Systems Thinking

a. Holistic Analysis. Analyze the organization as an interconnected
system. Identify how changes in one area will affect other areas
and anticipate potential ripple effects.
b. Collaborative Planning. Involve representatives from different
parts of the organization in the planning process. This ensures
that multiple perspectives are considered and that changes are
more likely to be accepted.
c. Feedback Loops. Establish mechanisms for ongoing feedback and
adaptation. Systems thinking emphasizes the importance of
learning and adjusting strategies based on real-time feedback.

Specific Strategies for managing change

1. Creating a Compelling Vision. Develop a vision for change that

resonates with the dominant value system. For example, in an
Orange-dominated organization (achievement and success), the
vision should highlight opportunities for innovation and competitive
advantage. Clearly communicate the vision at all levels of the
organization, ensuring that it is understood and embraced.

2. Building a Change Coalition. Form a coalition of leaders and

influencers from different parts of the organization. This coalition
should represent various value systems to ensure broad support.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 9

Empower the coalition to drive change initiatives and address

resistance.

3. Generating Short-Term Wins. Identify and achieve short-term goals

that demonstrate the benefits of change. This builds momentum
and helps overcome resistance. Celebrate and communicate these
wins to reinforce the positive impact of change.

4. Embedding Changes in Culture. Ensure that new practices and

behaviors are integrated into the organizational culture. This
involves aligning policies, procedures, and reward systems with the
desired changes. Provide ongoing support and reinforcement to
sustain the changes over time.

By leveraging these theoretical foundations, leaders can develop nuanced

and effective strategies for managing organizational change.
Understanding the interplay of value systems, addressing hierarchical
needs, and applying systems thinking allows for a comprehensive
approach to transformation, ensuring that changes are sustainable and
aligned with the organization's evolving context.

1.3 LEADERSHIP IN CHANGE

In the book "Leading Change" by John P. Kotter, he emphasizes the critical

role of leadership in driving and facilitating transformative change within
organizations. He outlines a comprehensive eight-step process for
successful change and highlights specific leadership actions required at
each stage. Here is an analysis of the role of leadership in this context:

Eight-Step Process for Leading Change

1. Establishing a Sense of Urgency. Leaders must create a compelling

case for change by highlighting external threats and internal
weaknesses. They need to communicate the need for change in a
way that mobilizes the organization and overcomes complacency.
This involves gathering data, sharing market realities, and making a
persuasive argument for why change is necessary now.

2. Creating the Guiding Coalition. Leaders must form a powerful

coalition of influential people from different parts of the organization
who can drive the change initiative. This involves identifying key
stakeholders, gaining their commitment, and ensuring that they
work together as a team. Effective leaders build trust, promote
collaboration, and leverage the strengths of diverse team members.

3. Developing a Vision and Strategy. Leaders are responsible for

articulating a clear vision that provides direction and inspires the
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
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organization. They must develop a strategy to achieve the vision,

ensuring it is realistic and aligned with the organization's goals. This
step requires visionary thinking, strategic planning, and the ability
to see the big picture.

4. Communicating the Change Vision. Leaders must effectively

communicate the vision and strategy to all stakeholders. This
involves using multiple channels and methods to reach different
audiences, ensuring the message is clear, consistent, and
compelling. Leaders need to address concerns, answer questions,
and reinforce the vision regularly to keep it top of mind.

5. Empowering Employees for Broad-Based Action. Leaders must

remove barriers that hinder change and empower employees to
take action towards the vision. This involves addressing structural
obstacles, providing necessary resources, and fostering a culture of
innovation and accountability. Leaders encourage risk-taking,
support new ideas, and recognize efforts that contribute to the
change initiative.

6. Generating Short-Term Wins. Leaders must plan for and achieve

short-term wins that provide visible proof of progress. These wins
build momentum and demonstrate the benefits of change, helping
to overcome skepticism and resistance. Leaders should celebrate
these successes, recognize contributions, and use them to build
credibility and support for the ongoing change effort.

7. Consolidating Gains and Producing More Change. Leaders need to

maintain momentum by consolidating early wins and using them as
a foundation for further change. This involves continuously
assessing progress, identifying additional opportunities for
improvement, and avoiding complacency. Leaders must reinforce
the change efforts, expand the scope of initiatives, and ensure that
improvements are sustained over time.

8. Anchoring New Approaches in the Culture. Leaders play a crucial

role in embedding new behaviors and practices into the
organizational culture. This involves aligning policies, procedures,
and reward systems with the desired changes. Leaders need to
model the new behaviors, reinforce them through consistent
actions, and ensure that they become part of the organization's
identity. Sustaining change requires ongoing effort and attention to
cultural integration.

Key Leadership Attributes

Kotter identifies several key leadership attributes and skills essential for
leading successful transformations. These attributes and skills are crucial
for navigating the complexities of change and ensuring that
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
 11

transformation efforts are effective and sustainable. Here are the key
leadership attributes and skills highlighted by Kotter:

1. Visionary Thinking. Leaders must be able to create and articulate a

clear and compelling vision for the future. This vision provides
direction and inspiration for the organization. Developing a strategic
vision that aligns with organizational goals and effectively
communicating this vision to motivate and guide employees.

2. Emotional Intelligence. Leaders need to understand and manage

their own emotions, as well as empathize with and respond to the
emotions of others. Building strong relationships, managing conflict,
and supporting employees through the emotional challenges of
change.

3. Resilience and Persistence. Leading change requires the ability to

stay committed and maintain momentum despite obstacles and
resistance. Demonstrating determination and perseverance,
consistently pushing forward with the change agenda, and
maintaining focus on long-term goals.

4. Adaptability. Leaders must be flexible and open to adjusting

strategies and plans in response to changing circumstances. Being
willing to pivot and adapt to new information, market conditions, or
feedback from stakeholders.

Key Leadership Skills

1. Communication Skills. Effective communication is essential for

conveying the vision, motivating employees, and keeping everyone
aligned. Using various communication channels to reach different
audiences, ensuring messages are clear, consistent, and compelling,
and actively listening to feedback.

2. Collaboration and Team Building. Leaders must be able to build and

lead cohesive teams, fostering a culture of collaboration and mutual
support. Bringing together diverse groups, facilitating teamwork,
and creating an environment where all team members feel valued
and empowered to contribute.

3. Strategic Planning. Leaders need to develop and implement

strategic plans that align with the vision and drive the change
process. Setting clear objectives, developing actionable plans, and
aligning resources to achieve strategic goals.

4. Problem-Solving and Decision-Making. Effective leaders are skilled

at identifying problems, analyzing situations, and making informed
decisions. Applying critical thinking and analytical skills to address

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 12

challenges, making decisions that are in the best interest of the

organization, and being decisive when necessary.

5. Empowerment and Delegation. Leaders must empower employees

to take ownership of change initiatives and delegate responsibilities
appropriately. Providing the necessary resources and authority for
employees to act, removing obstacles, and fostering a sense of
ownership and accountability.

6. Change Management Expertise. Understanding the principles and

practices of change management is crucial for leading successful
transformations. Applying change management frameworks, such
as Kotter's eight-step process, to guide and support the change
effort, and ensuring that all aspects of the change process are
effectively managed.

The key leadership attributes and skills identified by John P. Kotter in

"Leading Change" are essential for guiding organizations through
successful transformations. Visionary thinking, emotional intelligence,
resilience, adaptability, communication, collaboration, strategic planning,
problem-solving, empowerment, and change management expertise are
all critical components of effective leadership in the context of change. By
cultivating these attributes and skills, leaders can navigate the
complexities of transformation and drive sustainable success in their
organizations.

1.4 CHANGE MANAGEMENT MODELS

In the book "Spiral Dynamics: Mastering Values, Leadership, and Change,"

by Don E. Beck and Christopher C. Cowan, the authors explore human
development and organizational transformation through the lens of value
systems. While their primary focus is on the Spiral Dynamics model, they
also discuss various change management models that align with their
understanding of value systems and organizational evolution. Specifically,
they examine popular models such as Kotter's 8-Step Model and Lewin's
Change Management Model, explaining how these frameworks can be
integrated with Spiral Dynamics to manage change effectively.

Kotter's 8-Step Model

John P. Kotter's 8-Step Model for leading change is widely recognized for
its practical and comprehensive approach to managing change. Beck and
Cowan emphasize how understanding value systems can enhance the
implementation of Kotter's model by:

1. Establishing a Sense of Urgency. Recognize the dominant value

system in the organization to craft a compelling case for change. For

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 13

example, in an Orange (achievement-driven) organization, focus on

competitive pressures and market opportunities.

2. Creating the Guiding Coalition. Form a coalition that represents

different value systems to ensure broad support and diverse
perspectives. This coalition should include leaders from various
levels and departments who can influence and drive change.

3. Developing a Vision and Strategy. Develop a vision that resonates

with the organization's current and emerging value systems. For
example, in a Green (community-driven) organization, emphasize
inclusivity and social responsibility in the vision.

4. Communicating the Change Vision. Use communication strategies

that appeal to different value systems. Tailor messages to address
the specific concerns and motivations of each group within the
organization.

5. Empowering Employees for Broad-Based Action. Remove barriers

and provide support that aligns with the value systems. For
example, empower Red (power-driven) employees by giving them
roles that allow them to demonstrate their strengths and gain
recognition.

6. Generating Short-Term Wins. Identify and celebrate short-term

successes that are meaningful to different value systems. For
example, in a Blue (order-driven) organization, highlight
improvements in processes and compliance.

7. Consolidating Gains and Producing More Change. Build on short-

term wins by continually aligning new changes with the value
systems. Reinforce the changes by integrating them into the
organization's culture and systems.

8. Anchoring New Approaches in the Culture. Ensure that new

behaviors and practices are rooted in the organization's value
systems. This involves reinforcing the new approaches through
policies, training, and leadership behavior.

Lewin's Change Management Model

Kurt Lewin's Change Management Model is another influential framework

that consists of three main stages: Unfreeze, Change (or Transition), and
Refreeze. Beck and Cowan highlight how Spiral Dynamics can be used to
enhance Lewin's model:

1. Unfreeze. Recognize the value systems that are resistant to change

and address their specific concerns. For example, in a Purple

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 14

(safety-driven) organization, focus on building trust and providing

assurances of stability during the change process.

2. Change (Transition). Support the transition by aligning the change

initiatives with the value systems. For instance, in a Yellow
(integrative) organization, encourage innovation and systemic
thinking during the transition phase.

3. Refreeze. Reinforce and stabilize the changes by embedding them

into the organization's culture and practices. Ensure that the new
behaviors are consistent with the value systems and provide
continuous support to maintain the changes.

Application of Spiral Dynamics in change management

1. Assessing Value Systems. Use the Spiral Dynamics framework to

assess the dominant and emerging value systems within the
organization. This assessment helps leaders understand the
underlying motivations and potential resistance to change.

2. Tailoring Change Strategies. Develop change strategies that align

with the identified value systems. This involves customizing
communication, leadership approaches, and change initiatives to
resonate with the specific values and beliefs of different groups
within the organization.

3. Facilitating Value System Transitions. Support the transition from

one value system to another by addressing the specific needs and
concerns of each stage. Provide the necessary resources, training,
and support to facilitate the development of more complex value
systems.

4. Building a Change-Ready Culture. Foster a culture that is adaptable

and open to change by promoting values such as continuous
learning, collaboration, and innovation. Encourage the development
of higher-order value systems that are more flexible and resilient in
the face of change.

Beck and Cowan's "Spiral Dynamics" provides a nuanced understanding of

human and organizational development through value systems. By
integrating popular change management models like Kotter's 8-Step
Model and Lewin's Change Management Model with the Spiral Dynamics
framework, leaders can create more effective and tailored strategies for
managing change. Understanding the value systems within an
organization allows for more targeted communication, support, and
reinforcement of new behaviors, ultimately leading to more successful and
sustainable transformations.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 15

Understanding the strengths and limitations of these models helps leaders

choose and adapt the most appropriate strategies for their unique
circumstances. Here’s an assessment of these models in different
organizational contexts:

1. Kotter's 8-Step Model. Its strengths are the following: It provides a

clear, step-by-step framework that guides leaders through the
change process which can be useful in large organizations where
structured processes are essential to coordinate complex change
initiatives; It also emphasizes the importance of a compelling vision
and effective communication to inspire and align employees which
is effective in organizations where change requires widespread buy-
in and cultural shifts, such as those undergoing digital
transformation; and lastly, it encourages employee empowerment
and focuses on achieving short-term wins to build momentum which
is beneficial in environments where quick, visible results are
necessary to maintain support and enthusiasm for the change
effort.

Its limitations on the other hand, are the following: The model is
linear and may not accommodate the iterative nature of some
change processes. It Less effective in highly dynamic or agile
organizations where change is continuous and non-linear;
Implementing all eight steps thoroughly can be time-consuming.
Challenging in fast-paced industries where rapid change is
necessary to stay competitive; and lastly, predominantly a top-down
model that may not fully engage frontline employees or foster
bottom-up innovation which may face resistance in organizations
with strong cultures of autonomy and employee empowerment.

2. Lewin's Change Management Model. Its strengths lay in the

following foundations: Simple three-stage model (Unfreeze, Change,
Refreeze) that is easy to understand and communicate. This is
effective in smaller organizations or those with straightforward
change initiatives where simplicity is advantageous; Emphasizes the
importance of preparing for change (Unfreeze) and stabilizing new
behaviors (Refreeze), which is useful in traditional or hierarchical
organizations where ensuring long-term stability is crucial; and
lastly, addresses the human aspects of change by considering the
psychological transitions of employees that is beneficial in
organizations with strong, established cultures that need to change
behaviors and mindsets gradually.

On the other hand, the limitations in the model are somewhat rigid
and may not accommodate continuous or iterative change
processes that proves to be less effective in dynamic environments
or industries experiencing constant change and innovation; The
model focuses primarily on the internal aspects of change and may
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
 16

not address external factors or complex systemic changes, which is

inadequate for large-scale transformations that involve multiple
stakeholders and external pressures; and lastly, the distinction
between the stages can create a temporal gap that delays the
implementation of changes, which may become problematic in fast-
paced environments where quick implementation is essential for
competitive advantage.

3. Spiral Dynamics. The following are its strengths: Tailors change

strategies to the dominant value systems within the organization,
which proves to be effective in diverse organizations where different
departments or groups have varying values and priorities; It
Supports the natural evolution of organizational cultures and values,
which is useful in organizations undergoing cultural transformations
or seeking to develop more complex and adaptive value system;
and considers both internal and external factors, as well as
individual and collective dynamics that is beneficial in large,
complex organizations where change impacts multiple levels and
areas.

The limitations on the other hand are the following: The model’s
complexity can be challenging to understand and implement
without specialized training that is difficult to apply in smaller
organizations with limited resources or expertise in change
management; It requires significant effort to assess and address
different value systems. Which may be impractical in resource-
constrained environments where quick, low-cost solutions are
needed; and lastly, it has the potential for overemphasis on Values
and focusing too heavily on value systems might overlook practical
and operational aspects of change.

Each change management model has its strengths and limitations, and
their effectiveness depends on the specific organizational context. Kotter's
8-Step Model is well-suited for structured, large-scale transformations
requiring clear communication and strategic alignment. Lewin's Change
Management Model is effective for simple, stable changes in smaller or
more traditional organizations. Spiral Dynamics offers a nuanced approach
that aligns change initiatives with the organization's value systems,
making it particularly useful for cultural transformations and complex,
diverse environments. Leaders should assess their organization's unique
needs, culture, and context to select and adapt the most appropriate
change management strategy.

1.5 ORGANIZATIONAL CULTURE AND CHANGE

Understanding the relationship between organizational culture and the

success of transformative change is crucial, as culture significantly
influences how change is perceived, adopted, and sustained within an
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
 17

organization. By using Beck and Cowan's Spiral Dynamics model, Kotter's

8-Step Model, and Lewin's Change Management Model, we can gain a
comprehensive view of how organizational culture impacts the success of
transformative change.

Beck and Cowan’s Spiral Dynamics Model focuses on the evolution of

human value systems and how these influence organizational behavior
and culture. The model identifies multiple levels of value systems
(memes) that organizations and individuals operate within. Change
initiatives must resonate with the dominant value systems within the
organization. For example, a Green (community-oriented) organization will
respond well to changes that emphasize inclusivity and social
responsibility. Leaders must assess the current value systems and design
change strategies that align with these values.

Successful change often involves moving the organization to a higher

level of complexity in its value systems. For instance, helping an
organization transition from Orange (achievement-focused) to Green
(community-focused) requires understanding the cultural shift in values.
Support structures must be in place to manage this cultural evolution,
such as training programs and leadership development that align with the
new values. Before initiating change, leaders should diagnose the existing
cultural landscape using Spiral Dynamics to understand the dominant and
emergent value systems. This diagnostic helps in tailoring communication,
incentives, and change strategies to the cultural context of the
organization.

Kotter’s 8-Step Model provides a structured approach to leading change,

emphasizing the role of vision, communication, and short-term wins. The
urgency for change must be communicated in a way that resonates with
the organization's culture. For example, in a Blue (order-focused) culture,
urgency might be linked to compliance or regulatory changes. Leaders
should leverage cultural elements that can accelerate the perception of
urgency. A coalition should represent diverse cultural segments within the
organization to ensure broad-based support. Cultural champions who
embody the desired values and behaviors are critical in influencing their
peers.

The vision for change must be culturally relevant and compelling. In a Red
(power-driven) culture, the vision might focus on gaining competitive
advantage and prestige. Effective communication strategies should
consider cultural nuances and preferred communication channels within
the organization. Ensuring that new behaviors are integrated into the
organizational culture is key. This involves aligning policies, procedures,
and reward systems with the new cultural norms. Celebrating cultural
shifts and modeling new behaviors at the leadership level reinforces the
desired cultural change.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 18

Lewin’s Change Management Model outlines a three-stage process:

Unfreeze, Change (Transition), and Refreeze. The unfreeze stage involves
preparing the organization for change by challenging existing cultural
norms and values. Leaders must understand the cultural resistance points
and address them by creating dissatisfaction with the status quo. During
the transition phase, new cultural norms and behaviors are introduced.
This requires continuous communication and support to help employees
adopt new values. Training and development programs should be aligned
with the new cultural expectations to facilitate the transition. Stabilizing
the change involves embedding new cultural norms into everyday
practices and ensuring they are sustainable. Reinforcement through
cultural rituals, recognition programs, and leadership behavior helps
solidify the new culture.

By integrating insights from Beck and Cowan’s Spiral Dynamics, Kotter’s

8-Step Model, and Lewin’s Change Management Model, we can see how
organizational culture plays a pivotal role in the success of transformative
change:

1. Cultural Assessment and Alignment- Use Spiral Dynamics to

diagnose and understand the cultural landscape. Align Kotter’s
sense of urgency, vision, and communication strategies with the
identified value systems.
2. Building Support and Coalition- Form coalitions that represent
diverse cultural perspectives within the organization. Leverage
cultural champions to drive change and influence peers.
3. Sustaining Change. Embed new cultural norms through consistent
reinforcement and alignment with organizational policies and
practices. Use Lewin’s refreezing stage to stabilize and integrate
new behaviors into the culture.

Organizational culture is a critical determinant of the success of

transformative change. Aligning organizational culture with desired
change is essential for the successful implementation and sustainability of
change initiatives. By leveraging Beck and Cowan’s Spiral Dynamics,
Kotter’s 8-Step Model, and Lewin’s Change Management Model, leaders
can develop comprehensive strategies to align culture with change efforts.
Here’s how these models can inform such strategies:

1. Beck and Cowan’s Spiral Dynamics Model. Spiral Dynamics offers a

framework for understanding the complex, evolving value systems
that drive human behavior and organizational culture. This model
can help identify the underlying values within an organization and
align them with the desired change.

Strategies for Aligning Culture with Change

a. Cultural Diagnosis
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
 19

- Strategy: Conduct a thorough assessment of the dominant and

emergent value systems (memes) within the organization. Understand the
current cultural dynamics and how they may support or resist the
proposed change.
- Action: Use surveys, interviews, and focus groups to gather insights
into the existing values, beliefs, and attitudes.

b. Value-Based Communication
- Strategy: Tailor communication about the change to resonate with the
identified value systems. Address the specific motivations and concerns of
each cultural segment.
- Action: For example, in an Orange (achievement-focused) culture,
highlight how the change will enhance performance and competitive
advantage.

c. Facilitating Value System Transitions

- Strategy: Support the evolution of the organizational culture by
encouraging the development of higher-order value systems.
- Action: Provide training and development programs that promote the
desired values and behaviors. Create opportunities for employees to
experience and internalize these new values.

2. Kotter’s 8-Step Model. Kotter’s 8-Step Model provides a structured

approach to leading change, emphasizing the importance of vision,
communication, and short-term wins. Aligning culture with change
involves embedding these elements into the cultural fabric of the
organization.

Strategies for Aligning Culture with Change

a. Creating a Sense of Urgency

- Strategy: Develop a compelling narrative that connects the need for
change with the organization's cultural values and market realities.
- Action: Use data and storytelling to illustrate the urgency of change,
emphasizing how it aligns with cultural priorities such as innovation,
customer focus, or social responsibility.

b. Building a Guiding Coalition

- *Strategy: Form a coalition of influential leaders who embody the
desired cultural values and can champion the change initiative.
- Action: Ensure the coalition includes representatives from various
cultural segments within the organization to build broad-based support.

c. Developing and Communicating the Vision

- Strategy: Craft a vision that reflects the desired cultural change and
clearly communicates how the future state aligns with organizational
values.
- Action: Use multiple communication channels and tailor messages to
different audiences, reinforcing the cultural alignment of the vision.
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
 20

d. Generating Short-Term Wins

- Strategy: Identify and celebrate early successes that demonstrate the
benefits of the change and reinforce the desired cultural values.
- Action: Publicly recognize and reward behaviors that align with the new
culture, creating momentum and reinforcing cultural alignment.

e. Anchoring New Approaches in the Culture

- Strategy: Integrate new behaviors and practices into the organizational
culture by aligning policies, procedures, and reward systems with the
desired change.
- Action: Embed the new values in performance appraisals, promotions,
and other HR practices to ensure they become part of the organizational
DNA.

3. Lewin’s Change Management Model. Lewin’s Change Management

Model consists of three stages: Unfreeze, Change (Transition), and
Refreeze. This model emphasizes preparing for change,
transitioning, and stabilizing new behaviors.

Strategies for Aligning Culture with Change

a. Unfreezing
- Strategy: Create awareness and a sense of urgency for change by
challenging existing cultural norms and demonstrating the need for new
values.
- Action: Engage in open dialogues, provide compelling reasons for
change, and address the fears and anxieties associated with letting go of
the old culture.

b. Changing (Transition)
- Strategy: Introduce and support new cultural norms and behaviors
through training, communication, and leadership modeling.
- Action: Implement workshops, mentoring programs, and other
initiatives that facilitate the adoption of new values. Encourage leaders to
model the desired behaviors and act as cultural role models.

c. Refreezing
- Strategy: Stabilize and reinforce the new cultural norms by embedding
them into everyday practices and systems.
- Action: Use recognition and reward systems to reinforce the new
culture. Regularly assess and adjust policies to ensure they support the
desired cultural changes.

Integrating the Models for comprehensive strategies

By integrating insights from Spiral Dynamics, Kotter’s 8-Step Model, and

Lewin’s Change Management Model, leaders can develop a multi-faceted
approach to aligning organizational culture with desired change. Combine
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
 21

Spiral Dynamics to understand the value systems and Lewin’s Unfreezing

stage to prepare the organization for change. Use Kotter’s steps to create
urgency, build a guiding coalition, and communicate the vision, ensuring
the vision aligns with the cultural values identified through Spiral
Dynamics. Leverage Kotter’s emphasis on empowerment and short-term
wins to build momentum and demonstrate cultural alignment. Integrate
Lewin’s Refreezing stage to stabilize new cultural norms and Kotter’s
anchoring new approaches to ensure long-term sustainability.

Aligning organizational culture with desired change requires a

comprehensive strategy that considers the complex interplay of values,
behaviors, and systems within the organization. By leveraging the
strengths of Beck and Cowan’s Spiral Dynamics, Kotter’s 8-Step Model,
and Lewin’s Change Management Model, leaders can develop tailored
approaches that resonate with their organization’s unique cultural context,
ensuring successful and sustainable change.

1.6 RESISTANCE TO CHANGE

Beck and Cowan's model (Spiral Dynamics), Kotter's 8-Step Change Model,
and Lewin's Change Management Model all provide insights into
organizational change and the resistance that often accompanies it.
Despite the different perspectives and focuses of these models, several
common sources of resistance emerge:

1. Fear of the Unknown. Uncertainty about the future and potential

negative impacts can cause resistance.

2. Mismatched Values and Beliefs. When change conflicts with personal

or organizational values, it can lead to resistance.

3. Lack of Trust. Distrust in leadership or the change process itself can

hinder acceptance.

4. Poor Communication. Ineffective or insufficient communication

about the change can lead to misunderstandings and pushback.

5. Loss of Security. Concerns about job security, power, or status can

result in resistance.

6. Inadequate Training and Support. Insufficient preparation and

resources can leave employees feeling unprepared for the change.

7. Comfort with the Status Quo. A preference for maintaining familiar

routines and practices can cause resistance.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 22

Understanding these common sources of resistance can help

organizations better plan and implement change initiatives, addressing
potential issues proactively to facilitate smoother transitions.

To overcome resistance and promote buy-in from stakeholders, it's crucial

to apply techniques and approaches from Beck and Cowan's Spiral
Dynamics, Kotter's 8-Step Change Model, and Lewin's Change
Management Model. To effectively overcome resistance and promote buy-
in, combine insights from all three models:

1. Align Change with Values. Understand the value systems within your
organization and tailor your change initiatives to align with these
values (Spiral Dynamics).
2. Follow a Structured Approach. Use Kotter’s step-by-step process to
manage the change, ensuring thorough planning, communication,
and reinforcement.
3. Address Psychological Aspects. Focus on the human side of change
by creating awareness, providing support, and reinforcing new
behaviors (Lewin’s model).

By integrating these models, you can create a comprehensive strategy to

manage resistance and ensure successful change implementation.

1.7 COMMUNICATION STRATEGIES

Effective communication is crucial during times of transformation. Beck

and Cowan's Spiral Dynamics, Kotter's 8-Step Change Model, and Lewin's
Change Management Model each offer insights into communication
strategies that can help facilitate change. To create a comprehensive
communication strategy during times of transformation, integrate insights
from all three models:

1. Understand and Address Value Systems. Tailor messages to resonate

with different value systems within the organization (Spiral
Dynamics).
2. Follow a Structured Communication Plan. Use Kotter’s step-by-step
approach to ensure thorough and consistent communication
throughout the change process.
3. Focus on Psychological Aspects: Address fears, provide support, and
reinforce new behaviors to facilitate a smooth transition (Lewin’s
model).

By combining these approaches, one can develop a robust communication

strategy that effectively addresses resistance, fosters buy-in, and supports
successful organizational transformation.

Transparent and consistent communication is critical in managing change,

as it helps build trust, reduce uncertainty, and foster engagement among
stakeholders. Here's how the importance of transparent and consistent
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
 23

communication can be understood and applied using Beck and Cowan's

Spiral Dynamics, Kotter's 8-Step Change Model, and Lewin's Change
Management Models:

1. Build Trust. Sharing information openly and honestly, including

challenges and setbacks, builds trust and credibility. Regular and
consistent messaging ensures that stakeholders receive a unified
and coherent narrative.

2. Reduce Uncertainty. Providing clear, accurate, and timely

information helps reduce uncertainty and alleviate fears. Regular
updates keep stakeholders informed about progress, next steps, and
any changes in the plan.

3. Foster Engagement. Encouraging feedback and dialogue helps

stakeholders feel heard and involved in the change process.
Transparently addressing concerns and questions demonstrates
responsiveness and commitment to stakeholder well-being.

4. Align Efforts. Consistently communicating a clear vision and strategy

ensures that all stakeholders understand the goals and their roles in
achieving them. Continuous reinforcement of key messages helps
align efforts and sustain momentum.

By applying these principles from Beck and Cowan's Spiral Dynamics,

Kotter's 8-Step Change Model, and Lewin's Change Management Model,
organizations can effectively manage change through transparent and
consistent communication. This approach helps build trust, reduce
resistance, and foster a positive and collaborative change environment.

1.8 CASE STUDIES

Here are two real-world case studies of organizational transformations,

highlighting successful and unsuccessful outcomes, along with key lessons
learned.

SUCCESSFUL TRANSFORMATION: VF CORPORATION

Overview
VF Corporation, a global apparel and footwear company, underwent a
significant transformation to enhance value creation and drive growth. In
the early 2000s, VF was stagnating with flat revenues and a heavy
reliance on low-growth, low-margin product lines.

Transformation Steps

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 24

1. Commitment to Value Creation. VF focused on value creation, initially

reducing growth guidance to emphasize profitability. Management
demonstrated this commitment by significantly increasing dividends.
2. Cost Management. VF leveraged its operational excellence to
streamline processes, optimize sourcing, and improve supply chain
efficiencies.
3. Portfolio Restructuring. The company divested low-growth product lines
and acquired high-growth brands such as Vans and Nautica, shifting the
portfolio balance.
4. High-Performance Culture. VF cultivated an ownership mindset among
managers and implemented a robust talent management program,
ensuring alignment with value creation principles.

Results
VF’s transformation led to a significant increase in revenues, profitability,
and stock price. From 2008 to 2013, revenues grew from $7 billion to over
$11 billion, with projections to surpass $17 billion by 2017. The company’s
stock price quadrupled during this period.
( Source: https://www.bcg.com/publications/2014/transformation-change-
management-five-case-studies-transformation-excellence).

UNSUCCESSFUL TRANSFORMATION: KODAK

Overview
Kodak, once a dominant player in the photography industry, failed to
successfully transform in response to the digital revolution. Despite
pioneering digital photography technology, Kodak struggled to shift its
business model away from film.

Transformation Challenges
1. Resistance to Change. Kodak’s leadership and culture were heavily
invested in the traditional film business, resulting in resistance to
embracing digital technology.
2. Strategic Missteps. Kodak’s attempts to integrate digital technology
were poorly executed, with significant delays and insufficient investment
in digital marketing and infrastructure.
3. Market Misjudgment. Kodak underestimated the rapid adoption of
digital photography and overestimated the longevity of film-based
products.

Outcome
Kodak’s failure to adapt led to a dramatic decline in market share and
financial performance. By 2012, Kodak filed for bankruptcy, marking a
stark contrast to its once-dominant industry position

(Source:
https://www.harvardbusiness.org/wp-content/uploads/2023/11/Session-
3_Microsoft-Case_HK_Caslin-Liu.pdf#:~:text=URL%3A%20https%3A%2F
%2Fwww.harvardbusiness.org%2Fwp).
Submitted by: Gilbert C Saludario
Student, Doctor of Philosophy in Development Administration Major in Public Governance
 25

Key Lessons and Insights

1. Clear Vision and Leadership Commitment. Successful transformations,

like VF Corporation's, involve a clear vision and strong commitment from
leadership to value creation and strategic goals. In contrast, Kodak's
leadership struggled with internal resistance and failed to fully commit to
the necessary changes.

2. Adaptability and Market Awareness. Companies must stay attuned to

market dynamics and be willing to pivot strategies swiftly, as VF did by
shifting its portfolio towards high-growth brands. Kodak’s inability to adapt
to the digital market shift exemplifies the risks of clinging to outdated
business models.

3. Effective Communication and Engagement. Engaging employees at all

levels and maintaining consistent, transparent communication are crucial
for transformation success. VF's emphasis on high-performance culture
and employee alignment was key to its achievements. Kodak’s internal
resistance highlighted the importance of fostering a culture open to
change.

4. Strategic Use of Resources. Successful transformations often involve

reallocating resources towards high-impact areas. VF's strategic
acquisitions and cost management illustrate effective resource utilization.
Kodak's misallocation of resources and delayed investment in digital
technology contributed to its downfall.

These case studies underscore the importance of visionary leadership,

adaptability, clear communication, and strategic resource management in
driving successful organizational transformations.

References:

1. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.

2. Lewin, K. (1951). Field Theory in Social Science: Selected Theoretical
Papers. Harper & Row.
3. Cameron, E., & Green, M. (2015). Making Sense of Change
Management: A Complete Guide to the Models, Tools, and Techniques of
Organizational Change. Kogan Page.
4. Johnson, S. P. (2017). Who Moved My Cheese?: An Amazing Way to Deal
with Change in Your Work and in Your Life. Penguin.
5. Hayes, J. (2014). The Theory and Practice of Change Management.
Palgrave Macmillan.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 26

PERSONAL REFLECTION NOTES

Reflecting on my personal experiences with change within the municipal

government of Lope de Vega, I find that several concepts from the
referenced works resonate deeply with my professional context.

Kotter’s Eight-Stage Process for Leading Change

John Kotter’s (1996) eight-stage process for leading change provides a

structured approach that I have found particularly valuable. Kotter
emphasizes the importance of creating a sense of urgency, which I have
seen as crucial in initiating change within a government setting. For
instance, when we needed to modernize our data management systems,
creating urgency around the inefficiencies and potential risks of our
outdated system helped gain the necessary support from various
departments.

Lewin’s Change Management Model

Kurt Lewin’s (1951) three-step model of unfreezing, changing, and

refreezing is another framework that has been applicable. In my
experience, unfreezing old habits and mindsets is often the most
challenging step. For example, when introducing new environmental
policies, we had to first address and challenge the deeply ingrained
practices and beliefs of long-standing employees. The ‘changing’ phase
involved extensive training and workshops, and ‘refreezing’ required
establishing new routines and rewarding compliance to ensure the new
behaviors stuck.

Cameron and Green’s Model

Cameron and Green (2015) discuss the psychological aspects of change,

highlighting the emotional journey that individuals undergo. This
perspective has helped me understand and manage resistance to change
more effectively. By recognizing the anxiety and uncertainty staff might
feel, I’ve been able to provide better support and communication, thereby
easing transitions. For instance, during a restructuring of our
departmental roles, acknowledging employees’ fears and providing clear,
consistent updates helped mitigate resistance.

Johnson’s Parable of Change

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance
 27

Spencer Johnson’s (2017) “Who Moved My Cheese?” presents change

through a simple yet profound parable. This book has been instrumental in
encouraging a more flexible and proactive attitude toward change among
my colleagues. By sharing this story in team meetings, I’ve been able to
illustrate the benefits of adaptability and the pitfalls of complacency,
fostering a culture that is more open to change.

Hayes’ Comprehensive Approach

Finally, Jonathan Hayes (2014) offers a thorough exploration of both the

theory and practice of change management. His insights into stakeholder
analysis and the importance of communication strategies have been
particularly useful. For example, during a project aimed at improving
public services, we conducted a detailed stakeholder analysis to identify
key influencers and potential resisters. This allowed us to tailor our
communication and engagement strategies effectively, ensuring broader
support and smoother implementation.

CONCLUSION

Incorporating these change management theories and models into my

professional practice has significantly enhanced my ability to manage and
lead change initiatives within the municipal government of Lope de Vega.
Each framework provides unique insights and tools that, when combined,
offer a robust approach to navigating the complexities of organizational
change.

Submitted by: Gilbert C Saludario

Student, Doctor of Philosophy in Development Administration Major in Public Governance