Burke-Litwin Change Model Analysis

“The Burke-Litwin change model attempts to convey an amend in the performance of employees or an agency by creating connections amidst performance and the internal and external factors that are affecting performance” (Thakur, 2013).The Burke-Litwin Model consists of 12 boxes that are important when it comes to understanding and analysis. The arrows that connect the boxes show how a change in one area will ultimately make changes in all of the other areas. In the Burke-Litwin model, there is a higher section also known as the transformational section, and a lower section is known as the transactional section that is compared to each other. Changes in these boxes come from the external environment directly. This model is important because …show more content…
It shows when one thing is affected and how it affects every other factor that goes into the model. Another benefit that this model has is that it keeps it very organized and it gives the language that the business will talk about. Power sometimes goes unknown because people feel like they do not have any. Depending on the position a person has, they have a power that they can use. Leaders can use leverages of power in multiple ways such as position, charisma, relationships, information, expertise, punishment and rewards. Each of these can be a way leader uses power if they do it accurately. Being a successful leader, a person will know how to utilize each of these leverages to use the power they have. When it comes to defining leadership it is tough because it can be defined in so many ways, however, “we know it when we see it and feel it, but finding accurately descriptive words for what we see and feel is not easy” (Burke, 2011). Leadership has four phases that can be used to run an organizational change. The pre-launch phase consists of self-awareness, motives, and …show more content…
Also, ongoing communication and dialogue create a positive climate for the acceptance of change, which helps build trust in change leadership (Palmer, Dunford, & Akin, 2009). Education and training serve to enhance the knowledge and skills capabilities of employees for implementing and adapting to the change. This intervention reduces concerns with self-efficacy concerns and anxieties relative to new methods and technologies that typically accompany change, which contributes to the individual need for competency (Palmer, Dunford, & Akin, 2009). In particular, education and training assists employees in handling the prospective loss of identity and adjustment to new roles and responsibilities (Kotter & Schlesinger, 2008). Encouraging participation and engagement help build positive affective commitment of employees for the change and the organization by giving them the opportunity to become part “owners” of the process of change (Palmer, Dunford, & Akin,