Change Process Theories

According to the Transtheoretical model the client who wants something and sees themselves as part of the solution is in the preparation stage and "are ready to make a change in attitude and behavior and have already have begun to increase self regulation and to change" (Diclemente, & Velasquez, 2002). The practitioner at this stage helps the "client set goals and priorities to achieve change and to develop a change plan"(Diclemente, & Velasquez, 2002).

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

No matter how easy is may seem on the surface, the unfreezing, moving and refreezing stages of Lewin’s 3-Step model must be taken (Lewin, 1946). These stages are difficult and persistence by the organization in sticking to its objectives for growth and improvement must remain a top priority. In reality no matter how many positives a new idea is there will always be resistance when it is introduced. Change management is therefore central to the process of making the transition from the old system to the new and change management practices should be employed throughout the transition (ITIL,

step, relapse, but for the sake of this assignment, five will be used as per the text. During the pre-contemplation stage the client is not thinking about change; they are unaware or under-aware that there is a problem. At the contemplation stage the client is ambivalent about change, and not likely considering making a change within the next thirty days. The preparation stage is when the client has made some progress with change and attempting to change further. The action stage is when the client has been performing a new behavior from ninety days to six months. The maintenance stage in involves the client making a commitment to achieving the desired change, and typically takes place after six months and up to five years (University of Arizona C.A.T.S. Life Skills Program, 2016).

Lewin’s change theory involved applied behavioral science, action research and planned change each of which is necessary to examine during the implementation of change programs (Burnes & Cooke, 2012). Lewin’s field theory involves a number of concepts that can be used as a guide to help understand the forces that comprise group dynamics within their life space or environment. Lewin’s framework also explains the totality and complexity of people’s behavior within a social setting that can be modified to bring about successful change.

Lippitt’s Phases of Change is an extension of Lewin’s Three-Step Theory. The focus on Lippitt’s change theory is on the change agent rather than the change itself.

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

Lippitt’s Phases of Change Theory Lippitt, Watson, and Westley (1958) extend Lewin’s Three-Step Change Theory. Lippitt, Watson, and Westley created a seven-step theory that focuses more on the role and responsibility of the change agent than on the evolution of the change itself. Information is continuously exchanged throughout the process. The seven steps are:

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

The aim of this report is to provide a critical analysis of the concept of change in the business industry. The concept of change can be tracked back to Lewin’s Model of Change therefore the intitial introduction of this report focuses on the relevance of the Model of Change and its importance to giving precedence to other relevant change management theories and how Kurt Lewin’s work on heavioral science and planned change during World War II gave rrise to prominence of experimental leadership and planned change processes which also in turn launched a new generation of research that lead to group dynamics and how change programs are implemented into an organisation (Burnes, 2004). This is important because today’s basic elements or factors

The model represents a very simple and practical model for understanding the change process. For Lewin, the process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and finally, solidifying that new behavior as the norm. The model is still widely used and serves as the basis for many modern change models.

Burke (2014) stated that organizations change from day to day. The changes that take place in organizations can be intentional or unintentional. Generally, the changes that occur is accidental. It is important to have a broader and deeper knowledge of understanding organization change. Understanding what is currently happening as well as trends in which the organization is functioning can provide such awareness.

* Stage 0, awareness - at this stage, individuals have little knowledge about or interested in the change

Kurt Lewin developed a model of the change process that has stood the test of time and continues to influence the way organizations manage planned change. Lewin’s change model is a three-step process. The process begins with unfreezing, which is a critical first obstacle in the change process. Unfreezing involves encouraging individuals to shed old behaviors by changing the status quo. The second step in the change process is moving. In the moving stage, new attitudes, values, and behaviors are substituted for old ones. Organizations accomplish moving by initiating new options and explaining the rationale for the change, as well as by providing training to help employees develop the new skills they need. The last step in the change process is Refreezing. In this step, new attitudes, values, and behaviors are established as the new normal. The new ways of operating are concrete and reinforced. Managers should ensure

When changes are inevitable, the leaders usually design some adequate steps to make the change go smooth, effective and permanently. Kurt Lewin argued that successful change in organizations should follow three steps: