Organizational Development & Change Solved assignment/December 2026
Description
Organizational Development & Change
December 2026
Q1 A healthcare provider aims to implement a new electronic health record system across its network using Lewin’s three-stage model: unfreezing, change, and refreezing. While the initial communication campaign succeeds in creating awareness (unfreezing), heavy resistance arises during implementation. Nurses, doctors, and administrative staff voice concerns that their day-to-day challenges and expertise were overlooked in planning. As a result, the rollout stalls and utilization rates remain low. How can the healthcare provider apply the Action Research Model to re-engage stakeholders, leverage frontline knowledge, and co-develop solutions for successful adoption and sustained use of the new system?
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Q2 (A) Following a successful pilot of cross-functional teams and leadership development at a large automotive firm, employee engagement and decision-making speed have both improved. However, concern remains about maintaining momentum and embedding new practices company-wide. Diverse stakeholder groups champion different strategies: some support continuous cycles of action research, while others suggest scaling with a more structured planned change model. Evaluate which change model—continuous action research cycles or a structured planned change approach—would be more effective for sustaining and institutionalizing the improvements in this organization.
Q2 (B) A financial services company facing shrinking market share decides to redesign its reward systems to accelerate digital transformation. Senior leadership proposes a new incentive scheme that targets employees who support digital initiatives. However, feedback indicates that only certain employees, those already favored by current power holders, are likely to benefit. Others perceive the scheme as reinforcing existing inequalities tied to reward and coercive power, breeding skepticism and further eroding trust. Evaluate the advantages and risks of using reward power to drive organizational change in the context of existing power imbalances.
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