Introduction
Today’s constantly evolving business environment demands that organizations embrace change as an essential aspect of thriving. An actual instance of a small non-profit organization adapting well to outside change is analyzed in this paper. Green Earth Foundation (GEF), a prominent non-profit global agency, is dedicated to promoting sustainability and conservation activities. Over the past five years, GEF has altered its operations and tactics in response to shifting social or environmental needs. This paper aims to provide context to GEF’s organizational changes using Lewin’s Three Step model as a framework and analyzes how these changes affected different stakeholders.
Body
To comprehend why the Green Earth Foundation (GEF) transformed its organization, it is essential to evaluate macro-level factors such as heightened sensitivity around environmentalism. The importance of addressing environmental problems like climate change and resource depletion has been emphasized in recent years. Organizations are expected to be environmentally conscious due to society’s increased awareness of sustainable practices. In recent times, public concern has increased due to the intensification of extreme weather events and rising global temperatures caused by climate change that requires urgent action (Deszca, 2019). Due to the depletion of natural resources, such as water scarcity and deforestation, adopting sustainable practices to preserve our planet’s ecosystems has become imperative. Therefore, GEF recognized the impact of these macro forces and decided to adapt its organizational structure and strategy accordingly. The existing magnitude of environmental challenges meant that the organization acknowledged traditional methods of preservation were insufficient; therefore, keeping pace with emerging trends and adapting to new technologies within sustainability is paramount for GEF.
With the effect of regulatory changes on GEF’s operations and strategy, its transformation might have been possible. Implementing stricter government regulations has driven companies globally towards adopting sustainable and environmentally friendly practices. Compliance with environmental laws and positioning itself as a leader required GEF to take proactive steps toward embracing these changes. In ensuring its sustainability in this way, GEF set an example that other organizations could learn from. The alteration of stakeholder expectations additionally affected the organizational modification at GEF. More often than not, people tend to look at companies that prioritize sustainability and social responsibility while engaging with them. Maintaining stakeholder support and attracting new partnerships necessitates GEF’s realization that aligning their operations with these expectations is imperative.
Additionally, GEF has new chances to drive positive change thanks to the advancements in sustainable practices and technologies. The corporation embraced change by implementing new eco-friendly renewable energy generation and waste reduction strategies, demonstrating its unwavering commitment to sustainability (Olabi, 2020). GEF embraced the latest technologies, which upped operational efficacy while shrinking the environmental footprint.GEF decided to modify its operations due to several key macro forces such as sustainability practices advancements and regulatory adjustments. The organization’s continued relevance can be attributed to its recognition of the need for adaptation in response to external factors when promoting environmental conservation and sustainability.
Analyzing the changes in Green Earth Foundation’s (GEF) organization can be effectively achieved using Lewin’s Three-Step Model, which highlights stakeholder engagement and creates a sense of urgency. The changing external environment characterized by increasing environmental concerns and demand for sustainability has led GEF to recognize the need to unfreeze its existing processes (Burnes, 2020).In order to create momentum for change during its unfreezing phase, GEF saw that raising awareness and generating a sense of urgency were crucial. Various stakeholders, including employees, volunteers, board members, and partners, communicate with the organization regarding adapting their operations before impending environmental challenges. Encouraging dialogue while also educating stakeholders about the need for a transformative overhaul was accomplished by GEF through hosting workshops, town hall meetings, and training courses.
By Lewin’s model-changing stage, Gef has taken a proactive approach in responding to external challenges. The organization adopted new tactics to align its mission and operational aspects with sustainability principles. GEF leads the way in environmental sustainability by implementing initiatives such as waste reduction measures and utilizing renewable energy resources. Additionally, the ability of GEF to evolve its practices according to the changing requirements of society and stakeholders enabled it to become an influential non-profit leader within the environmental industry. Collaboration and involvement are key factors in Lewin’s model and GEF’s approach to change. To gain valuable insights from various viewpoints, the organization made a point to seek out input from all stakeholders actively. At GEF, employees are actively involved in decision-making and are empowered to contribute towards the organization’s sustainable initiatives; this collaborative approach successfully instilled a sense of ownership and commitment among employees resulting in higher levels of motivation.
During the refreezing stage of Lewin’s model, Gef emphasizes embedding sustainable practices into its operations to promote long-term sustainability. By consolidating changes made within its system, GFE aimed to ensure that it became part of its culture and standard operating procedures for sustainable growth. We set up clear guidelines consisting of policies and measurable metrics to effectively track the sustainability aspect. GEF enhances employee skills and knowledge through continuing support for training and career advancement to achieve organizational sustainability objectives. The adoption of Lewin’s Three-step model allowed GEF to navigate the organizational change process with success. As a result, GEF achieved stakeholder mobilization and developed sustainability-oriented policies thanks to the structured framework introduced by this model. Each stage of the process involving stakeholders facilitated a smooth transition by ensuring mutual understanding and creating support for implemented initiatives. GEF leveraged the refreezing step to consolidate changes that align with their goals on environmental conservation, thereby boosting their capability to respond appropriately when faced with future challenges.
By implementing an effective organization-wide shift in approach to sustainable practices for environmental protection and social benefit at a large scale, Green Earth Foundation (GEF) has made profound contributions towards improving societal conditions. By adopting sustainable practices, GFE has been instrumental in promoting environmental well-being and preserving natural resources (Kamel, 2020). The various activities undertaken by the organization’s initiatives have positively impacted society while inspiring individuals and other groups to embrace sustainability. Through its change efforts, GFE has increased society’s awareness and education.GEF has been actively interacting with community members, schools, and various organizations to create more awareness around environmental issues while promoting sustainable practices. Through its various educational initiatives, such as workshops and campaigns, GED has made people more aware of the need for environmental sustainability. GEF has made a significant impact by taking proactive measures to promote environmental consciousness throughout society. Not only that, but GEF’s sustainable practices have contributed immensely to the conservation of natural resources and their respective habitats. The organization has taken a step towards protecting nature by implementing several key initiatives, including reforestation programs intended to restore forests that have been reduced over time. Reductions in carbon emissions, along with mitigating habitat destruction and conserving water resources, are some ways that these initiatives have tangibly impacted the environment. The exemplary model of GEFLs commitment to promoting green initiatives inspires other companies aspiring to minimize their ecological footprint.
One of the ways GFE contributes to society is through its collaborative efforts; by collaborating with government agencies and businesses alike, GEB has created a sustainable mindset for collective action among all stakeholders involved. Through collaborative work on initiatives related to sustainable development projects and community-based conservation efforts, Gef has achieved significant success alongside advocating for specific policies. The collaboration made to benefit the environment has also served to contribute positively to both social progress and community well-being.GEF’s changes at an organizational level have had a profound effect on both society and the environment; through its dedication to sustainability initiatives, GFE has made people realize how even small steps can make a substantial difference in conserving our natural resources. The efforts of organizations to promote sustainability through a better understanding of our environment while encouraging collaboration among experts have brought about positive outcomes for our society. In addition, GEF’s advocacy of environmental responsibility has successfully encouraged individuals and organizations to adopt more eco-friendly behaviors.
Conclusion
The example provided by Green Earth Foundation’s case study proves that even modest non-profits can effectively handle external change. Following Lewin’s Three Step Process enabled GEF to successfully embrace change by initially unfreezing their existing processes and then adopting new ones that were aligned with societal and environmental needs. Finally, they refroze the changes for long-term sustainability, which resulted in several advantages for stakeholders, including an expanded customer base and positive contributions to society.GEF’s story illustrates how a strong focus on sustainability alongside adaptability and collaboration is key when faced with challenges arising from external changes. Staying ahead of the curve by proactively responding to changes is crucial for any organization in an evolving business landscape.
References
Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32–59.
Deszca, G., Ingols, C., & Cawsey, T. F. (2019). Organizational change: An action-oriented toolkit. Sage Publications.
Kamel, I., Shalaby, A., & Abdulhai, B. (2020). Integrated simulation-based dynamic traffic and transit assignment model for the large-scale network. Canadian Journal of Civil Engineering, 47(8), 898-907.
Olabi, A. G., Mahmoud, M., Soudan, B., Wilberforce, T., & Ramadan, M. (2020). Geothermal-based hybrid energy systems, toward eco-friendly energy approaches. Renewable energy, 147, 2003-2012.
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