Name of Name of Overview of Theory Stages/Process of theory Strength Weaknesses Application /Example References

Theory/ Theorist
Model
Unfreeze- Kurt Lewin This theory is based 3 Stages: Lewin´s model is It is only suitable for “Belizean Studies to  NEWS 5 (June 2018)
Change- (1890-1947) around a 3-step very rational, goal small change Be Incorporated in The arrival of
Freeze”. process 1)Unfreeze- ensures that employees are ready and plan oriented. projects. High School Belizean Studies to
A German- (Unfreeze-Change- for change Curriculum” classrooms.
American Freeze) 2) Change-implement the intended change It helps leaders It ignores Retrieved from
psychologist 3) Freeze-Ensure that the change becomes make sure that the organizational 1)Unfreeze- https://edition.chan
and sociologist Equated the process permanent change is adopted powers and politics. determine what needs nel5belize.com/arc
who of change as moving permanently. to change. It was hives/166366
specialized in from one state to 1) Unfreezing old attitudes (motivation to It is top down and recognized that  Love FM (May
organizational another. Lewin change) It offers a practical management driven students did not know 2019) Ministry of
and applied argues that if  Greater dialogue with employees. understanding of and ignores situation much about their Education to roll-
psychology. change is  Leadership guidance on the reasons for the change process. regarding a bottom- country and heritage, out Belizean
undertaken too fast, change. up change. hence the reason, the Studies in all high
without due regard  A simple, compelling case as to why It is a simple and Belizean Studies School. Retrieved
to people involved, change needed. concrete change It lacks consideration curriculum was from
it tends to  Why the “status quo” is not a satisfactory process. of human feelings birthed. Which is http://lovefm.com/
destabilize the situation in the longer term. and experiences can unfreezing the status ministry-education-
equilibrium and may It uses force field have negative quo roll-belizean-
lead to resistance. . Leaders need to educate, inform, consult, analysis and consequences. studies-high-
plan, 0rganize, appoint provides a visual 2)Change- schools/
summary of all the Communicate  Clayton, M. (2008).
2) Introducing the change (communicate new various factors The ministry of Super Models.
ways for change or transition) supporting and education ensured Training Journal.
 The change process can begin opposing a that they successfully Retrieved from
 Does not mean that resistance has ended. particular idea. communicated the http://www.mikecl
 The institution or people make the importance for this ayton.co.uk/Downl
necessary or needed change. new curriculum with oadFiles/Freeze_Ph
 People are learning about the changes and all stakeholders. Since ases.pdf.
need to be given time to understand and stakeholders  Friedman, M.
work with them understood the (2017). A Theory
 Support, which can be in form of training, importance of That Matters:
coaching etc. is very important here implementing this Lewin’s Three
new curriculum it was Phase of
Leader must: easy to get all Organizational
Give praise and encouragement onboard and Change. Retrieved
Have recognition and empathy implement change from
 Coach, Train, Lead, and Manage Perform 3) Freeze- Anchor the http://www.mitchel
regular feed back change lfriedman.com/201
The new curriculum 7/11/a-theory-that-
3) Refreezing (freeze) attitudes around the has now successfully matters-lewins-
new approach (sense of stability returns to the been piloted in 11 three.html
organization) schools. Now the  Smith, C. (2013).
 Change has taken place ministry is freezing Kurt Lewin Change
 The “new way” becomes regular behavior this curriculum into Management
and practice the school system as Model Overview.
 Establishing stability once change have all secondary schools Retrieved from
been undertaken now have trained https://change.walk
 Changes are accepted by the institution individuals to execute me.com/kurt-lewin-
and become the new norm the curriculum change-
 People establish new relationships that management-
come with the change and become model-overview/
comfortable with their routines.  Management Study
Guide, Kurt Lewin’s
Leaders must monitor Change
and evaluate performance Management
Model: The Planned
Approach to
Organizational
Change Retrieved
from
https://www.mana
gementstudyguide.
com/kurt-lewins-
change-manageme
(Group 2)
Charles Charles Handy The Sigmoid Curve is The four phases of the Sigmoid Curve: • Understandi • Leadership Example 1: To CrossKnowledge.
Handy’s (born -1932) named after the ng and decisions are understand the (2017). Reinventing
Change, Greek word for the Phase 1-Inception: This normally begins with a implementi more concept of the S- yourself and the
Growth An Irish-born letter "s" known as dip and can be referred to as the adaptation ng the complicated Curve Better, let’s use organization. Retrieved
and Management "sigmoid", and it phase; it is a period of hard work where little Sigmoid because it the audio industry as October 6, 2019, from
Innovatio expert represents the curve appears to be accomplished Curve can does not an example. At start, https://www.youtube.c
n Theory- of a new life cycle Phase 2-Growth: Things begin to flourish, you result in follow a at the incdeption om/watch?
The Book- The emerging from an are motivated and improvement is obvious successive linear pattern stage, there was the v=8pbUZj3Verc.
Sigmoid Second Curve existing one, much Phase 3- Maturity: complacency kicks in, life • It is not easy Cassette tape which
Curve (2015) ISBN  1- like an "S" on its leaders and members of a project, cycles/curve to determine was invented by Dalgleish, P. (2012). The
8479-4133-8 side. The sigmoid, organization or institution get comfortable, s when to start Phillips. Then, at the Sigmoid Curve.
or S-shaped, curve creativity and innovation no longer exists, • It is a second Takeoff phase, Sony Retrieved October 6,
charts the people are satisfied with the old ways of grounded cycle for life has invented the 2019, from
trajectory of every doings things that can lead to the demise of on cycles can Walkman that had the https://www.youtube.c
successful human any initiative. continuous vary in ability to answer the om/watch?
initiative. The Phase 4-Decline: The decline phase illustrates success; length/time customers’ demand of v=iJmvTJ4VSxo.
curve initially that all initiatives can end if an intervention is thus, easily • There is no listening to their
declines in a time not carried out in a timely manner to initiate grasping compelling Cassette outside. As a Gal's Insights. (2019).
of experimenting the second curve. The decline phase indicates anyone’s need for result of Sony’s The Innovation S-Curve.
and learning, then that that every growth curve is going to reach attention change when success, the market Retrieved October 6,
rises in a period of a plateau point and if not addressed before • It is a growth is still have arrived to its 2019, from
growth and this point, it will lead to the decline cyclical happening maturity as a number http://www.galsinsights
prosperity, and representing the end of an initiative. concept of and the of competitors .com/the-innovation-s-
finally declines natural life organization/ manufactured similar curve/.
cycles that institution is devices (Phillips, Sony,
leading to an end.
can be prospering TDK, Maxwell, etc.). Manage Train Learn. (n.
applied to • Need for The Discontinuity d.). Management
every area change is phase appeared when Models: The Sigmoid
of life or evident when Sony and Phillips have Curve. Retrieved
business an developed the October 5, 2019, from
• Excellent for organization/ compact disk and by http://www.managetrai
reflection, institution doing so, disrupted nlearn.com/page/the-
The key to avoid the plateau point and the monitoring reaches the the market and sigmoid-curve.
decline stage is to begin a second curve while position on decline started a new S-Curve.
growth is still going on in the first curve. It is the curve stage, when Peters, T. J., Waterman,
suggested that it is done around 75-80% of the and good it is already Example 2: R. H., & Austin, N.
first curve, around point A as seen in the foresight too late Institutional Example: (1992). Excellence: In
diagram; this shows that organizations will not • Prompts • Lack of search of excellence,
cling to old ways and show foresight. This innovation innovation, A recent initiative at lessons from Americas
strategy will help develop successive second and creativity and Youthville High best-run companies.
curves, extending the life of any project, creativity foresight will School has been the Middletown, PA:
organization or institution and making them not allow for incorporation of Quality Paperback Book
competitive. the proper technology. Club.
implementati
on of the Curve 1-Using Sigmoid Curve
sigmoid projectors in the Consulting Group -
curve classrooms Experts in Change
Leadership. (2013).
Phase 1 (Inception): Retrieved October 6,
2019, from
 https://www.youtube.c
In the inception om/watch?
stage, the Board of v=1jPE9pqbO4M.
governors and
administrators Weird or is it. (2019).
installed projectors Become successful :
in all classrooms and The Sigmoid Curve By
training on how to Charles Handy.
use excel, word, Retrieved from
power points and https://www.youtube.c
download videos. om/watch?
However not all v=QRWr_6E7Lpo.
teachers earned a
laptop causing a log
or the dip in the
inception stage.

Phase 2 (Growth):
The school initiated
a plan where
teachers could order
laptops through
school and pay by
instalments.

Phase 3 (Maturity
Stage): At this point,
the school
incorporated
technology as part of
the appraisals, this
prompt teachers to
incorporate
technology in the
classrooms.

Phase 4-Decline not

reached. The second
curve initiates in
phase 3.

Curve 2- Investing
on making internet
available in the
computer labs and
on campus

Phase 1 (Inception):
Investment on
equipment and
making internet
available at school

Phase 2 (Growth):
The school hired a
technician to take
care of the daily
operations of the
equipment.

Phase 3 (Maturity):

The technician not

only maintains
equipment but
provides services to
teachers by
installing programs
and antiviruses on
teachers’ computers
and for repairs.

Phase 4 (Decline):
Decline was not
reached. Another
cycle was initiated

Cycle 3-

Phase 1 (Inception):
Teachers are been
trained to work
online. Teachers in
return trained
students how to use
the program.

Phase 2: The
implementation is
done using the
online program
known as Edmodo to
better prepare
students to sit online
CSEC exams.
Teachers interact
with students online,
attach work, and
create different types
of assessments
(multiple choice, fill
in the blanks and
problem solving).

Phase 3 (Maturity):
Teachers are testing
students online,
students who get
sick or represent the
country are
completing their
work online, and
 fourth year students
are been prepared to
sit online mock
exams.

Successive second
curves have been
implemented and we
are at appoint where
a new curve needs to
be sought out.

Group 3
Michael Born in 1940 The Fullan and Stiegelbauer (1991) proposed 4  Theory Theory lacks a • The leaders • Ellsworth, J.
Fullan- at Toronto, implementation broad phases in the change process. These highlights strong body of at Cutting B.
Impleme Ontario, dip is the drop in phases are:  four broad research findings to Edge High (2000). Surviv
ntation Canada. workforce phases that substantiate the school saw ing changes:
Dip productivity when 1. Initiation  are theoretical the need for A survey of
Theory an organization 2. Implementation  important foundations. change in the Educational
A Canadian wide change is 3. Continuation  in the curriculum change
Educational implemented. The 4. Outcome.  change Theory is offered by models.
Researcher implementation process. somewhat abstract the Syracuse, NY:
dip is literally a Initiation - Factors affecting the initiation Initiation, and general, makes institution. ERIC
dip in performance phase include; Implementation, simple practical Therefore Clearinghouse
and confidence as Continuation, recommendations change was .
one encounters an  Existence and quality of Outcome difficult to initiated by • Fullan, M.
innovation that innovations. implement. the leaders. (1982). The
requires new skills  Access to innovations.   Theory • As an meaning of
and new  Advocacy from central provides improve educational
understandings administration.  direction curriculum change. New
(Fullan, 2001).  Teacher advocacy. External change on how to was York:
initiate the implemente Teachers
 agents. change d, some College Press.
Leaders who process. challenges • Fullan, M. G.
understand the Implementation - three main factors  Theory occurred as (1993). The
implementation affecting implementation, according to highlights teachers and complexity of
dip know that Fullan and Stigelbauer (1991) are; factors other the change
people are affecting stakeholders process. In
experiencing two  Characteristics of change.  each phase were asked Change
kinds of problems  Local characteristics.  to do more forces:
when they are in  External factors (ie) government than usual. Probing the
the dip - the social and others.  • However, all depth of
- psychological involved educational
fear of change and Characteristics of change will include; stayed reform, pp.
the lack of focused and 19-41. Falme
technical know  Need for change  continued to Press.
how or skills to  Clarity about goals and needs  strife for
make the change positive
 Complexity: the extent of change
work.” (Fullan, results.
required to those responsible for
2001). • As time
implementation 
progressed,
 Quality and practicality of the
Others names:   the outcome
program. 
Change Valley of that came
Death or the with having
Local factors will include;
Change Curve an improve
curriculum
Cause: The  The school district  made the
productivity drop  Board of community / governors  institution a
occurs because it  Principal  more
takes time to  Teachers.  successful
adjust to the one.
change. Just like it External factors will include the
takes time for a government and other agencies.
vehicle to pick up
speed after hitting
a speed bump. Continuation - this is a decision about
This is what we institutionalisation of an innovation based
are talking about. on the reaction to the change, be it negative
or positive. Continuation depends on
whether or not the change;
  Gets embedded / build into the
structure (through policy / budget
or the table). 
 Has generated a critical mass of
administrators or teachers who are
skilled and committed. 
 Has established procedures for
continuing assistance. 

Outcome - There are perspectives needed

to support the achievement of positive or
successful change outcome. These
perspectives include the following;
Active initiation and participation - Change
does not end in recognising or initial
context with the innovation, but starts with
the contact and evolves along with the
continuous interaction with it and the
environmental changes that it brings forth.

 Pressure, support and negotiation. 

 Changes in skills, thinking and
committed actions. 
 Over riding problem of ownership.

Group 4
John John Kotter John Kotter’s Step 1 - Increase urgency - It is an easy step - Rapid Approach Change Effort: A
Kutter’s (1996) Change model Step 2 - Build guiding team by step model - Irrelevant steps in Technological  
8 Steps A Harvard Step 3 - Develop the vision which provides a some context Infusion at Xavier
Change Business Three Steps Step 4 - Communicate the buy-in clear description - Does not provide High School Kotter’s 8-Step
Model School - Create a climate Step 5- Empower action and guidance on support to Change Model:
Professor and of change Step 6 – Create Short term wins the entire process overcome obstacles Applying the Implementing Change
a renowned - Engage and Step 7 – Don’t let up of change and is - Time consuming Kotter’s Model to Powerfully and
change expert, enable the Step 8 – Make change stick relatively easy for (time measured in the change effort Successfully. (n.d.).
and a organization being years) indicated above Retrieved October 6,
Transformatio -Implement and implemented. would require the 2019, from
nal Leader sustain the change - Major emphasis following:
is on preparing and http://www.mindtools
Introduced 8 building Firstly, we want to .com/pages/article/ne
Step Model of acceptability for establish a sense of wPPM_82.htm
Change which change instead of urgency: Successful Change
he developed the actual change What is a Management—
on the basis process. compelling reason Kotter’s 8-Step
of research of - Emphasis is on for the technological Change Model.
100 the involvement infusion/change? (2012). Retrieved
organizations and acceptability What benefits are we October 6, 2019, from
which were of the employees looking to achieve? Leadership
going through for the success in What happens if we Thoughts
a process of the overall stay where we are? website:
change. process. Conduct a change https://www.leadershi
impact analysis pthoughts.com/kotters
Built on the   -8-step-change-
work of Kurt Secondly, gather the model/
Lewin, the key people together, The 8-Step Process
model sets out administrators, for Leading Change |
the 8 key heads of Dr. John Kotter.
steps of the departments and (n.d.). Retrieved
changes those with influence, October 6, 2019, from
process, who create a Kotter website:
arguing that powerful
neglecting guiding coalition. https://www.kotterinc.
any of the The group will com/8-steps-process-
steps can be create a vision, a for-leading-change/
enough for the clear view of the  
whole future, ideally
initiative to inspiring and
fail.  powerful.
The vision will be
communicated to
staff at Xavier High
through multiple
channels and it is
repeated and
amended as we
travel through the
process.
Empower others to
act on the vision and
fulfill the range of
change activities we
need them to.
Recognize the short-
term wins.
Administrators need
to consolidate and
produce more
improvements.
Following a
structured plan,
assessing impact and
effect of action is
key here to the point
we have
institutionalised the
new approach or
basically embedded
it within the
business.