EHRD 624 - Change Theory
EHRD 624 - Change Theory
EHRD 624 examined multiple perspectives of organizational change, including individual, group, and systems-level frameworks. The course explored resistance, readiness for change, leadership roles, and strategic alignment using models such as the Six Box Model, the 7-S Framework, and the Star Model. Through both individual and team-based assignments, I analyzed real-world change scenarios and reflected on my own experience navigating change professionally and personally.
Individual Reflection on Resistance to Change
This individual reflection explores resistance to change through both theoretical analysis and personal application. Drawing from course concepts, I examined how motivation, readiness, and emotional response influence change processes. This assignment demonstrates my ability to integrate change theory into lived experience and apply structured frameworks to complex personal and professional transitions.
Organizational Change Analysis: Moneyball
This team-based analysis applied change theory to the film Moneyball, examining transformational leadership, resistance dynamics, benchmarking strategies, and stakeholder alignment. The project required connecting course frameworks to a real organizational transformation scenario, strengthening my ability to analyze leadership behaviors and change images in context.
Organizational Crisis Analysis: Southwest Airlines
This team project evaluated the 2022 Southwest Airlines crisis using the Six Box Model, the 7-S Framework, and the Star Model. The assignment required diagnosing systemic breakdowns, identifying misalignment across organizational elements, and proposing evidence-based recommendations for recovery and long-term change management.
Professional Reflection
EHRD 624 fundamentally expanded my understanding of change as a multidimensional process rather than a singular event. Before this course, I viewed change primarily as the implementation of new initiatives. Through studying resistance, readiness, and systemic alignment, I began to see change as deeply interconnected across individual, group, and organizational levels.
An important shift in my thinking was recognizing that individuals are not inherently resistant to change; they often resist the way change is introduced. This perspective has significantly influenced how I introduce new policies, processes, and expectations within my organization.
Analyzing large-scale organizational crises and transformational cases strengthened my ability to:
Diagnose systemic misalignment
Identify stakeholder resistance patterns
Apply structured change frameworks
Connect leadership behavior to organizational outcomes
This course enhanced my confidence in leading change conversations within my workplace and reinforced the importance of strategic communication, goal clarity, and psychological safety when navigating transitions.