Change theory
Change theory is a systematic framework utilized by various sectors, including social science, education, and organizational management, to facilitate effective long-term transformations. At its core, change theory seeks to analyze and influence program planning and evaluation, emphasizing the importance of understanding human interaction throughout the process. Central to this theory is the idea that cognitive processes and perceptions play a significant role in mediating change, as highlighted by theorist Albert Bandura.
Change theory encompasses a range of models, each with a unique approach to achieving desired outcomes. Notable frameworks include Kurt Lewin's three-step model of unfreezing, changing, and refreezing, and Kotter International's eight-step process. Essential to all models is the identification of clearly articulated goals, the means to achieve them, and the measurement of success. As organizations strive to demonstrate effectiveness and secure funding, change theory serves as a critical tool in strategic planning and evaluation, providing stakeholders with methods to explore viable solutions to real-world issues. This framework is particularly relevant in areas such as education, sustainability, and social change, where the need for clear outcomes and effective interventions is paramount.
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Change theory
Change theory is used by social scientists, program evaluators, educational institutions, organizational leaders, and government organizations as a tool for bringing about effective long-term changes. There are many change theories applicable to the achievement of goals, though they all have in common the objective to analyze, assess, and influence program planning and evaluation. Inherent in the successful application of change theory, however, is the ability to understand human interaction as a critical part of the process. Researcher Andrea Anderson describes change theory as the product of a series of critical-thinking exercises that provides a comprehensive picture of the early- and intermediate-term changes needed to reach long-term goals or objectives articulated by the community.
Overview
Theorist Albert Bandura described the foundations of change theory as a cognitive process in which perceptions mediate change, resulting in the mastery of effective performance. His application of behavioral science recognized the influence of individual behavior as the unifying event in the application of long-term systemic change. Before Bandura’s application of behavioral sciences, researchers such as Kirkpatrick, Rossi, Chen, and Patton synthesized the need for a process of evaluating the desired outcomes of an organizational effort consistent with the recognition that behavioral cognition was the catalyst implementing change across various organizations.
With additional roots in scientific management, change theory integrates behavioral science with management theory as an effective evaluation tool. The nonprofit Center for the Theory of Change describes change theory as the implementation of a series of building blocks required to bring about a long-term goal. In the implementation of the prescribed building blocks, stakeholders identify a clearly delineated set of assumptions that are consistent with the evaluation framework adopted. Many organizations use software or other tools that allow users to create change-theory "road maps" and to share with collaborators and colleagues.
Change-theory models are essential in the evaluation process as a useful method of exploring plausible solutions to real-world problems. Stakeholders often find it difficult to assess the effectiveness of program initiatives in organizations while seeking solutions to problems in education, government, health, and business. Too often, these stakeholders are unable to clearly articulate the desired program outcomes when asked to anticipate recurring changes occurring as a result of the program. Change theory, as an outgrowth of evaluation design, responds to the identified narrative of goal identification, program effectiveness, types of salient interventions or strategies, and the measurement of long-term outcomes. As organizations continue to seek methods to justify the continuation of a program or organization, funding is often predicated on their ability to measure success using a strategic planning model.
Change theory incorporates strategic planning as its core focus, using numerous models to accomplish long-term planning and evaluation of impact. Numerous models have been developed and used by organizations. For example, the business management consulting firm Kotter International formed an eight-step process: create, build, form, enlist, enable, generate, sustain, institute. Theorist Kurt Lewin developed a three-step process: unfreezing, changing, and refreezing. Another process is that of educator Michael Fullan, which includes initiation, implementation, continuation, and outcome. All change-theory models require three distinct phases in the process: an identification of the desired outcomes, a method of achieving the desired outcomes (sometimes known “backward mapping”), and the measurement of whether outcomes were achieved. Change theory has been and can be applied to numerous fields, but is perhaps most often associated with education, sustainability, and social change.
Bibliography
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