The Positive Model
Running head: THE POSITIVE CHANGE
The Positive Model
Organizational Assessment
MGMT 583
July 10, 2011
Abstract
Organizational change management is the interrelationship between organizational change and human change while staying in the constraints of budget and time. Kubr (1996) states, “organizational changes can involve; products and service, technologies, systems, relationships, organizational culture, management techniques and style, strategies pursued, competences and capabilities, performances and other features of a business. These changes further affect features in an organization which may require further changes in structure, legal framework, ownership, sources of finance, networks and impacts. In addition, Kubr argues the behavior of organizational workers at all levels determines what organizational changes can be made and what real benefits will be drawn from them. People must therefore understand change and be willing and able to embrace it. This can only be done if they are willing to learn new knowledge, absorb more information, upgrade their skills, and modify their work habits, values, and attitudes. No real lasting change can occur without a change in attitude and behavior.” Therefore, for the purposes of this paper I will attempt to discuss the three planned change model concepts and the difference between them.
Lewin’s Change Model
Behavioral scientist Kurt Lewin is known for developing the force field analysis, a technique used for diagnosing and analyzing various change strategies in particular situations. In examining change, he identified three phases of the change process: unfreezing, moving or changing, and refreezing. The unfreezing phase requires recognizing the need for change, becoming an expert on what is changing, informing individuals or employees about the change and telling them how it will improve or simplify their ability to accomplish their job. The moving or changing phase involves actually
The Positive Model
Organizational Assessment
MGMT 583
July 10, 2011
Abstract
Organizational change management is the interrelationship between organizational change and human change while staying in the constraints of budget and time. Kubr (1996) states, “organizational changes can involve; products and service, technologies, systems, relationships, organizational culture, management techniques and style, strategies pursued, competences and capabilities, performances and other features of a business. These changes further affect features in an organization which may require further changes in structure, legal framework, ownership, sources of finance, networks and impacts. In addition, Kubr argues the behavior of organizational workers at all levels determines what organizational changes can be made and what real benefits will be drawn from them. People must therefore understand change and be willing and able to embrace it. This can only be done if they are willing to learn new knowledge, absorb more information, upgrade their skills, and modify their work habits, values, and attitudes. No real lasting change can occur without a change in attitude and behavior.” Therefore, for the purposes of this paper I will attempt to discuss the three planned change model concepts and the difference between them.
Lewin’s Change Model
Behavioral scientist Kurt Lewin is known for developing the force field analysis, a technique used for diagnosing and analyzing various change strategies in particular situations. In examining change, he identified three phases of the change process: unfreezing, moving or changing, and refreezing. The unfreezing phase requires recognizing the need for change, becoming an expert on what is changing, informing individuals or employees about the change and telling them how it will improve or simplify their ability to accomplish their job. The moving or changing phase involves actually
References: Brainy Quote, (2001-2011). Anatole France: Change. Retrieved on July 7, 2011 from http://www.brainyquote.com/quotes/authors/a/anatole_france.html Cummings, T. G., & Worley, C. G. (2009). Organization Development & Change. 9th Edition . Mason, OH: Cengage. Kubr, M. Management Consulting: A guide to the Profession (3rd ed). Geneva: International Labor Office, 1996