Describe a problem situation at your institution where a very small change later made a negative impact and how understanding Chaos Theory could have benefited your organization?

According to Chaos Theory, a very small change can later make a big
difference in an organization, both positive and negative. According to
Lewin’s Planned Change Theory, when the three phases of Lewin’s process
for change are used correctly, effective change is implemented. Kotter
expanded upon Lewin’s theory to devise an 8-step model for implementing
change. Describe a problem situation at your institution
where a very small change later made a negative impact and how
understanding Chaos Theory could have benefited your organization?
Choose
Lewin’s Planned Change Theory or Kotter’s 8-Stage Planned Change Model
and briefly describe how you would implement each step for planned
change to better address the problem situation you described above.
ANSWER
At my institution, there was a problem situation where a seemingly small change in the course scheduling process had a negative impact on both faculty and students. The change involved shifting from a paper-based scheduling system to an electronic one, with the aim of streamlining the process and reducing administrative workload. However, the transition was not well-planned, and the negative consequences of this small change became evident over time.
Chaos Theory Perspective:
Understanding Chaos Theory could have greatly benefited our organization in anticipating the potential ripple effects of this change. Chaos Theory emphasizes the sensitivity to initial conditions, implying that even small changes can lead to significant outcomes over time. In this case, the transition to an electronic scheduling system disrupted the established routines and communication channels among faculty, staff, and students. What seemed like a minor adjustment had a cascading effect, leading to scheduling conflicts, decreased faculty morale, and student dissatisfaction.
Lewin’s Planned Change Theory Approach:
To address this problem situation using Lewin’s Planned Change Theory, the following steps could be implemented:
Unfreeze: Acknowledge the negative impact of the change and create awareness among stakeholders about the need for change.
Change: Involve faculty, staff, and students in the decision-making process regarding the scheduling system. Ensure that their concerns and needs are addressed.
Refreeze: Once the new scheduling system is implemented, provide ongoing support and training to ensure a smooth transition. Monitor its effectiveness and gather feedback for continuous improvement.
Kotter’s 8-Stage Planned Change Model Approach:
Alternatively, using Kotter’s 8-Stage Planned Change Model, the following steps could be taken:
Establish a Sense of Urgency: Communicate the negative consequences of the change and the need for immediate action.
Create a Guiding Coalition: Form a team involving faculty, administrators, and students to lead the change effort.
Develop a Vision and Strategy: Clearly define the desired state of the scheduling process and a strategy for achieving it.
Communicate the Change Vision: Share the vision and strategy with all stakeholders and address their concerns.
Empower Broad-Based Action: Involve faculty and staff in redesigning the scheduling process and provide them with the necessary resources.
Generate Short-Term Wins: Implement small changes or improvements to demonstrate progress.
Consolidate Gains and Produce More Change: Build on the initial successes and continue refining the scheduling system.
Anchor New Approaches in the Culture: Ensure that the new scheduling process becomes part of the institutional culture through ongoing support and reinforcement.
By using either of these change models, the institution could have better addressed the problem situation by taking a more comprehensive and inclusive approach to change management. It would have allowed for a smoother transition and minimized the negative impact of the seemingly small change in the scheduling process.