Develop a 6-8 page change process proposal (excluding cover and reference pages) for the same organization you diagnosed in the Unit 4 assignment (I included it at the end of this)t. Assume that you will submit this proposal to the organization for implementation. The tone should be similar to the one I included at the end-very student-like
In this part of your proposal, build upon your previous diagnosis to describe the change that needs to happen and create a change process proposal that includes specific interventions. Prescribe appropriate OD strategies and techniques in applied settings. Follow one of the change management models to create a change management implementation plan. Identify potential barriers and make recommendations to overcome change resistance.
You should apply ideas, concepts, theories, and practices set out in the course materials as appropriate to the specific organization that you have selected. Ensure proper APA format for citations, quotations, and references, and use at least 10 scholarly resources that are dated within the last five years. Your paper should include the following:
- Introduction
- Since you conducted your diagnosis in the Unit 4 assignment, you need to offer only a one-paragraph introduction of that material.
- State what you will discuss in this paper.
- Proposed Solution
- Create recommendations for a proposed solution.
- Identify an effective intervention. What forces could be harnessed to promote the change? Who should be included in the implementation of the solution you propose?
- Evaluation
- Identify factors considered for success. Consider additional approaches. Identify the steps to implement the recommended solution.
- Identify possible resistance to change and assess how leaders and the knowledge of emotional intelligence can make a positive impact.
Be sure to present your findings objectively, using data and other research-based content/sources to support your work.
Here is my Unit 4 Assignment to reference style and Setting:
Applying Change Theory to Improve Organizational Effectiveness at the Dental Clinic
Introduction
Organizational development theory is applied to the Dental Clinic to better understand how people, culture, and systems shape performance and workplace experience. According to Orgvue (2025), organizational development focuses on improving an organizations efficiency and effectiveness by strengthening these same interconnected elements. The clinic operates in a military healthcare environment where mission readiness, patient safety, and standardized procedures guide daily operations. While the clinic consistently delivers high quality patient care, recent organizational diagnosis results suggest opportunities to improve morale, recognition, and openness to change among personnel. These conditions make the clinic an appropriate setting for applying a planned change theory.
This paper uses Change Process Theory to examine how improvement could be introduced at the Dental Clinic. Organizational culture models are also used to explain how leadership structure, everyday behaviors, and shared beliefs influence how Airmen experience change. By connecting theory to real workplace conditions, this analysis shows how organizational development concepts can support practical and sustainable change in a healthcare setting.
Organizational Development Theory: Change Process Theory
Change Process Theory explains how organizations move from their current state to an improved future state through structured and intentional change. One of the most well-known versions of this theory was developed by Kurt Lewin, who described change as occurring in three stages: unfreezing, moving, and refreezing. According to GreggU (2023), Lewin viewed change as the result of both internal forces within the organization and external pressures from the surrounding environment. These forces interact in ways that either support or resist movement away from existing behaviors and practices.
The unfreezing stage involves helping people recognize that current conditions are no longer working as well as they should. In a military dental clinic, this can happen when leadership begins to notice patterns such as declining morale, heavier workloads, or reduced openness to new initiatives. During this stage, it is important for leaders to clearly explain why change is needed so personnel do not see it as random or unfair.
The moving stage represents the introduction of new behaviors or systems. At the Ramstein Dental Clinic, this could include improving communication practices, creating more consistent recognition programs, or adjusting how workloads are managed. GreggU (2023) explains that human process-based change theories focus on modifying attitudes and interpersonal behaviors, which suggests that leadership actions and communication styles are just as important as formal policy changes during this phase.
The refreezing stage focuses on stabilizing the change and making it part of everyday operations. For the clinic, this would involve reinforcing new practices through leadership support, consistent communication, and alignment with mission goals. Without this stage, improvements may not last, especially when operational demands increase. Change Process Theory is particularly useful in military healthcare environments because it recognizes both the importance of structure and the role of human behavior in sustaining improvement.
Organizational Diagnosis: Identifying the Core Problem. Organizational culture refers to the shared beliefs and expectations that influence how members of an organization think and behave. According to Chalmers et al. (2025), organizational culture reflects the values and assumptions that guide employee behavior within a workplace. At the Ramstein Dental Clinic, the organizational diagnosis suggests that while mission clarity and operational performance are strong, challenges remain in areas related to morale, recognition, work life balance, and openness to change. The clinic operates in a high demand environment where patient care and readiness are prioritized, which supports consistency but can also reduce flexibility and attention to individual needs.
These challenges are most noticeable among junior level Airmen who enter the clinic with heavy workloads while also managing personal and family responsibilities. Over time, this can lead to frustration and lower trust in leadership if Airmen feel their well-being is secondary to mission demands. The main organizational problem is not a lack of technical performance, but a cultural imbalance between mission focus and human support systems. This imbalance can make change feel like an added burden rather than a positive improvement.
Internal and External Impacts. Internal and external forces shape the challenges facing the Ramstein Dental Clinic. Internally, high workloads, limited recognition, and structured communication patterns influence morale and job satisfaction. These conditions affect how Airmen view leadership and whether they feel supported during periods of change. Externally, the clinic is influenced by military readiness requirements, staffing limitations, and expectations from the broader military healthcare system. These external pressures increase operational demands and reduce flexibility in scheduling and resources. Together, these internal and external factors interact to increase stress on personnel and make change more difficult unless both are addressed.
Barriers to Organizational Change
Several barriers may affect change efforts at the Ramstein Dental Clinic. Resistance to change can occur when Airmen are unsure how changes will affect their workload or performance. According to Reitano (2024), resistance often develops when employees do not clearly understand the purpose of change or do not trust leaderships intentions. In a mission driven environment, personnel may view change as more work rather than as something meant to improve conditions.
At our clinic, leadership changes frequently, with a new commander typically arriving every two years and other leadership roles rotating every one to three years. This regular turnover can make change efforts more challenging when leadership styles, priorities, and expectations shift over time. Leadership challenges can slow progress if a clear and consistent vision is not communicated to lower ranking Airmen. Reitano (2024) notes that unclear direction from senior leaders can weaken commitment to change efforts. In addition, long-standing traditions and routines within the clinic can make it harder to adopt new approaches. These barriers highlight why communication, transparency, and collaboration are essential when planning and implementing change.
Linking Culture and Change
Understanding the culture of the Dental Clinic is essential for applying Change Process Theory effectively. Culture shapes how Airmen interpret leadership decisions and respond to new initiatives. As Chalmers et al. (2025) explain, organizational culture is built on shared beliefs and expectations that guide behavior. This means that any effort to unfreeze, move, and refreeze behaviors must take into account visible structures, such as rank and procedures, and deeper values about workload and performance. When change theory is combined with cultural awareness, leaders can design interventions that support both mission goals and the needs of personnel.
Conclusion
Change Process Theory is applied to the 86th Dental Squadron Dental Clinic to better understand how challenges related to morale, recognition, and openness to change can be addressed. Although the clinic demonstrates strong mission focus and reliable clinical performance, the organizational diagnosis suggests that human and cultural factors deserve greater attention to support long term effectiveness. Lewins three stage model of unfreezing, moving, and refreezing provides a useful framework for introducing improvement while emphasizing the importance of communication and leadership behavior.
Cultural models such as those developed by Handy, Schein, and Hofstede help explain why change can be difficult in a highly structured military healthcare setting. Clear hierarchies and defined roles support safety and efficiency but can also limit feedback and flexibility. According to Reitano (2024), resistance to change is often linked to uncertainty and lack of trust when the purpose of change is not clearly communicated. This suggests that successful change at the Ramstein Dental Clinic will depend not only on procedural adjustments, but also on efforts to strengthen trust, recognition, and collaboration.
Future change efforts should be guided by both quantitative and qualitative data, including surveys, workload measures, interviews, and group discussions. Examining the organization at both the group and organizational levels will help leaders better understand patterns of morale and stress across the clinic. By integrating change theory with cultural awareness and data driven diagnosis, the clinic can improve both mission readiness and the well-being of its personnel, supporting lasting organizational development in a demanding healthcare environment.
References
Chalmers, R., Marras, A., & Brannan, G. D. (2025). Organizational culture. In StatPearls [Internet]. StatPearls Publishing.
Ghinea, V. M., & Bratianu, C. (2007). Organizational culture modeling. Management & Marketing, 2(2), 7588.
GreggU. (2023, September 16). Organization development theories and concepts [Video]. YouTube.
Orgvue. (2025, February 28). Organizational development: Strategies, process, and benefits.
Personnel Today. (2023, May 15). What are the models of organisational culture?
Reitano, K. (2024, December 5). Overcoming three common barriers to organizational change. Harvard Business School Online Business Insights Blog.
The professor gave the feedback of: need for change, and pros/cons with implementation of Lewins Change Model. You made a sound argument for use of Lewins model noting challenges that exist in the hierarchical, rigid military structure. Further analysis of quantitative and qualitative methods and their strengths and weaknesses would better demonstrate your critical thinking skills. Also, more specificity in how you would administer each method would strengthen your arguments and add clarity.
Requirements: 7 pages
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