Organizational Change Model
Organizational Change Models
Grand Canyon University: LDR 615
March 12, 2014
Organizational Change Models It is common knowledge by now that change is inevitable. It is everywhere around us. Change can be fun, for example when a new version of the iPhone comes out. However, when change affects what we do everyday, there usually is a lot of skepticism and resistance to change involved. Apple employees were sure to feel enormous pressure as the sales of iPhones skyrocketed. To implement change on an organizational scale it is always a good idea to have a framework for building upon. Using change models can guide leaders through organizational changes and help pave their way to the future. This article discusses and compares two change models, Lewin’s Change Model and Bridge’s Transition Model with emphasis on the role of the leader during change, how to overcome resistance to change, and the communication.
Lewin’s Change Model Lewin’s Change Model is a three-step approach to change that involves unfreezing the situation, changing it, and then refreezing (Levasseur, 2001). The first step is involved in reducing the forces that maintain the status quo and undoing the current approach. Presenting a problem can create an occurrence for people to recognize the need for change. The second step involves the transition to change. Here, we move from old ways of doing things to new ways. This is where new behaviors are developed as well as values and attitudes. The final step involves refreezing the change, where changes are accepted and become the norm.
Role of the Leader The first step, unfreezing the situation, is the catalyst for increasing the pressure to change and search for new solutions. The role of the leader is to first get people to see the need for change, then to explain the problem and the necessity for change to maintain organizational integrity. This not only is informative, but also increases motivation. Gathering
Grand Canyon University: LDR 615
March 12, 2014
Organizational Change Models It is common knowledge by now that change is inevitable. It is everywhere around us. Change can be fun, for example when a new version of the iPhone comes out. However, when change affects what we do everyday, there usually is a lot of skepticism and resistance to change involved. Apple employees were sure to feel enormous pressure as the sales of iPhones skyrocketed. To implement change on an organizational scale it is always a good idea to have a framework for building upon. Using change models can guide leaders through organizational changes and help pave their way to the future. This article discusses and compares two change models, Lewin’s Change Model and Bridge’s Transition Model with emphasis on the role of the leader during change, how to overcome resistance to change, and the communication.
Lewin’s Change Model Lewin’s Change Model is a three-step approach to change that involves unfreezing the situation, changing it, and then refreezing (Levasseur, 2001). The first step is involved in reducing the forces that maintain the status quo and undoing the current approach. Presenting a problem can create an occurrence for people to recognize the need for change. The second step involves the transition to change. Here, we move from old ways of doing things to new ways. This is where new behaviors are developed as well as values and attitudes. The final step involves refreezing the change, where changes are accepted and become the norm.
Role of the Leader The first step, unfreezing the situation, is the catalyst for increasing the pressure to change and search for new solutions. The role of the leader is to first get people to see the need for change, then to explain the problem and the necessity for change to maintain organizational integrity. This not only is informative, but also increases motivation. Gathering
References: Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6) MacKinnon, L. (2007). Book review: Managing transitions by William Bridges. Think Differently! Retrieved from http://www.think-differently.org/2007/05/book-review-