| Course | LDR-3450 Leading Organizational Change |
|---|---|
| Module | Module 1 |
| Paper type | Module 1 written assignment: a leader's perspective on change |
| Length | About 784 words, 5 pages |
| Format | APA 7 student paper |
| School | Thomas Edison State University |
| Program | Bachelor of Science in Organizational Leadership |
| Updated | October 2026 |
Free sample paper for LDR 3450 Module 1
One App, Four Reactions: Reading Individual Change Through Four Lenses
Student Name
Bachelor of Science in Organizational Leadership, Thomas Edison State University
LDR-3450: Leading Organizational Change
Mentor Name
Month Day, Year
One App, Four Reactions: Reading Individual Change Through Four Lenses
The Change
Our company has dispatched service calls on paper for thirty years. Each morning technicians pick up a stack of work orders, write notes by hand and turn in carbon copies at the end of the day for billing. This spring we began moving to a field service app that sends jobs to a tablet, records parts used and takes the customer's signature on the screen. Six weeks in, reactions range from enthusiasm to quiet refusal. Cameron and Green (2024) argue that leaders must understand how individuals experience change before they can lead it, and they offer four lenses for doing so. The app was chosen by the owners and me after a two-month vendor review; technicians saw it for the first time at launch, a decision that, as this reflection shows, shaped much of what followed. Our technicians range from apprentices in their first year to veterans who have been with the company since it was founded, and that spread of experience matters for how each person experiences the change.
Four Technicians, Four Lenses
The Behavioral Lens: Carl
Carl, a twenty-year veteran, has gone back to paper three times. The behavioral lens explains behavior through rewards and consequences. For Carl, the app adds work without any reward: billing is faster for the office, but his day is no shorter, and no one has noticed when he uses the app correctly. Under this lens, the remedy is to change the consequences: recognize correct use and remove the paper option once the app is reliable.
The Cognitive Lens: Priya
Priya, a second-year technician, uses the app constantly and has found shortcuts others do not know. The cognitive lens emphasizes how people's goals and beliefs shape their response. Priya believes the app will help her move into a lead technician role by showing her completed jobs and customer ratings. Her goal and the change point the same way.
The Psychodynamic Lens: Rich
Rich has been angry since the first training session. The psychodynamic lens, drawing on Kübler-Ross's work on loss, treats reactions to change as stages that can include denial, anger, bargaining and depression before acceptance. Elrod and Tippett (2002) reviewed models of the change process and found that many describe a dip in morale and performance before improvement. Rich is grieving a way of working in which his handwritten notes, known for their detail, marked him as the best diagnostician on the team. His anger is about losing that identity, not about the tablet.
The Humanistic Lens: Dana
Dana asked to help write the app's checklists for heat pump installations. The humanistic lens emphasizes people's desire to grow and contribute. Given a role in shaping the change, she became one of its strongest supporters.
The Team Level
Change also happens in teams. Our technicians work in three crews, and each crew's reaction follows its lead technician. The crew whose lead joined the pilot adopted the app quickly; the crew led by Carl's closest friend lags. Cameron and Green describe teams as having their own dynamics and norms, so a leader must work with the informal leaders who set them. The crews also compete informally on jobs completed per week, and during the first month the app slowed the lagging crew enough that it fell to last place, which deepened its resentment. That competition, harmless before, became a reason to blame the app.
The Organizational Level
Across the company, the change touches billing, purchasing and customer service. The office staff see faster invoices, while technicians see more steps. Armenakis and Bedeian (1999) reviewed research on organizational change and noted that its success depends on content, context and process together, and on individuals' reactions. A change that benefits one part of the company while burdening another will meet resistance until that imbalance is addressed.
What I Will Do Differently
At the individual level, I will recognize correct use for Carl, ask Priya to coach others, meet privately with Rich to acknowledge what the change costs him and find a way for his diagnostic notes to appear in the app, and give Dana a formal role on the checklist team. At the team level, I will bring Carl's friend into a second pilot. At the organizational level, I will ask the office to give technicians something back, such as fewer callbacks about billing questions.
Conclusion
The same app produced four reactions because people experience change through different motives, beliefs, losses and hopes. A leader who sees through only one lens will misread most of the team. Starting from the individual, then the team and the organization, gives me a plan that fits the people I actually lead.
References
Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-315. https://doi.org/10.1177/014920639902500303
Cameron, E., & Green, M. (2024). Making sense of change management (6th ed.). Kogan Page.
Elrod, P. D., II, & Tippett, D. D. (2002). The "death valley" of change. Journal of Organizational Change Management, 15(3), 273-291. https://doi.org/10.1108/09534810210429309
Reading the LDR 3450 Module 1 assignment instructions
LDR-3450 asks for four reflective written assignments of three to five pages each, worth 32 percent of the grade together, along with eight discussions and a final paper. The first explores the leader's perspective on change at the individual, team and organizational levels. Expect to apply Cameron and Green's approaches to individual change to people you know and to explain how team and organizational dynamics shape a change. Use a real change you have led or experienced, and keep your reflection grounded in specific people and events, with names changed where needed. A short description of the change at the start, followed by sections for each level, makes the reflection easy to follow and grade.
How the LDR 3450 Module 1 example is put together
The paper opens by describing a concrete change and the range of reactions. Four short sections each explain one technician's reaction through a different lens, using research on the change process where it helps. A team section shows how informal leaders shape crews' responses. An organizational section uses a research review to explain why benefits to one department create resistance in another. The plan addresses each level with specific actions, and the conclusion states the lesson about seeing change through more than one lens. Every claim about a person rests on something the technician said or did, which keeps the analysis grounded and fair to each of them. The reflection closes with a lesson the writer can reuse.
Reading the LDR 3450 Module 1 grading rubric
Mentors grade these assignments on accurate use of the course's change concepts, depth of reflection, application to real people and well-cited prose. Reflections that apply each lens to a specific person, rather than defining the lenses in general, show understanding. Moving from individual to team to organizational levels demonstrates the module's focus on the leader's perspective. Plans that follow from the analysis show the reflection has practical value, and references to Cameron and Green and the studies used back each claim. Reflections that admit the leader's own part in the reactions, such as launching without involving technicians, show the self-awareness the course values. Clear headings for each level help the reader follow the argument.
LDR 3450 Module 1 help: mistakes that cost marks
Students lose points by describing the four lenses without applying them, by treating all resistance as the same or by writing only about the organizational level. Others choose a change too small to show different reactions. Pick a change that affected several people differently. Match each reaction to the lens that best explains it. Look at teams as well as individuals. End with actions at each level. Protect privacy by changing names and details that could identify coworkers. Keep each person's section short and analytical rather than narrative. A free first sample on your own LDR-3450 Module 1 assignment is available on request.
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LDR 3450 Module 1 questions, answered
Where can I find a free LDR 3450 Module 1 sample paper?
Four technicians' reactions to a field service app, read through Cameron and Green's four lenses, are analyzed above.
What are the four lenses on individual change?
Behavioral, cognitive, psychodynamic and humanistic approaches, described by Cameron and Green.
What is the change curve?
A model, drawing on work about loss, describing stages such as denial, anger and acceptance that people may pass through during change.
What textbook does LDR-3450 use?
Cameron and Green's Making Sense of Change Management, sixth edition, from Kogan Page.
How many written assignments does LDR-3450 have?
Four reflective assignments of three to five pages, worth 32 percent of the grade together.