Final answer:
The Force-field Model suits planned change, while Kotter's Eight-stage Process aids rapid change in learning organizations. The Innovation-decision Process is ideal for technological changes, and the Phases of Change are applicable for broad organizational change.
Step-by-step explanation:
When applying specific models for organizational change, certain theories and models fit different scenarios. For instance, Kurt Lewin's Force-field Model is applicable when anticipating planned change rather than problem-solving on the fly. It involves identifying forces for and against a change, which helps to strengthen the agents of change and weaken the resistance.
In contrast, Kotter's Eight-stage Process is indeed designed to facilitate rapid change in learning organizations, as it provides a comprehensive step-by-step plan starting from creating urgency to consolidating gains and producing even more change. This model can be essential in times when an organization faces urgent developments or is trying to adapt proactively to a rapidly changing environment.
The Innovation-decision Process is particularly relevant when there are technological changes afoot, like the transition from floppy disks to flash drives, where an organization needs to decide when and how to adopt new technologies.
The Phases of Change model lends itself well to broader organizational change, where more structured and sequential steps are necessary. This model captures the nuanced progression of change over time, denoting a stepwise approach that accounts for the complexity of organizational dynamics.