Consider what your group has discovered and addressed regarding the health policies, finances, global or national prevention efforts, and treatment initiatives related to your group’s chosen health issue. Continue your group’s analysis of this health issue by now considering the role of ethics in attending to or remediating this issue.
Explain how application of ethical principles surrounding COVID’s impact on mental health has resulted in population disparities.
This essay intends to critique the model of Pettigrew and Whipp (1993) on the basis of the Sturdy and Grey’s article, Beneath and Beyond Organizational Change Management: Exploring Alternatives (2003). This model belongs to strategic Organization Change Management (OCM) and distinguishes between three dimensions of strategic change: content, process and context. This is one of the model from a long list of OCM models starting from work done by Lewin (1951) and goes to show how planning, managing and execution of organisational changes remains a critical aspect in spite of the way the industries and environment has changed since. In particular, this essay will explore the assumptions underlying the processual model and the criticism of them made by Sturdy and Grey (2003). I will support my arguments with evidence from my experience in my organization to support my critical evaluation. Based on the opportunities identified, I will then discuss an alternative OCM model; proposed by Beer and Nohria (2000) in order to identify how this second model would address possible weaknesses form the Pettigrew model. I will conclude with my summary and reflection on the above models how I’ve adapted the OCM theory into my current working pattern too to assess viability of each. In the times of frequent changes within most organizations, for the right or wrong reasons but planned with the right intent, a systematic approach to OCM is beneficial to ensure the changes not only land but also deliver sustained outcomes. Organisational Change: Critique on OCM Model using Sturdy and Grey (2003) “Change is disturbing when it is done to us, exhilarating when it is done by us” (Kanter, 1983, p.64) As Pettigrew and Whipp (1991) express “the administration of vital and operational change for aggressive achievement is a dubious and new process” (p. 108). Essentially, Burnes (2000) contends that the arranged authoritative improvement (OD) approach that gets from Kurt Lewin’s ice 3D square model of progress (unfreezing, changing and refreezing), ruled reasoning from the late 1940s to the mid 1980s. Whilst the earlier model was more linear, Pettigrew and Whipp’s model focuses on that “what (content), how (process) and why (context)” of the change, all of which are interrelated and unpredictable (The Open University,2018). Hence, the model recognises that change is a continuous process involving evolution to stay relevant, current and proactive rather than a linear plan which can be too>GET ANSWER