Lewin's Comparison of Change Theories Essay

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

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,

The change models discussed in class provide a pattern for change and presents a picture of what will occur

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

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.

The second step in the change theory is the transition stage. Once people are unfrozen, the problem now shifts to how to keep them going. This is now the actual change process a stage that is characterized by confusion as people try to change from the old to new ways. This stage is further characterized by fear because people tend to be unsure and is the hardest step in the whole process (Schein, 1995). During transition, new behaviors are developed, values and attitudes. It is achieved through development techniques and change in existing organizational structures. People undergoing this stage need to be given ample time to adapt to new ways. Of uttermost importance during this stage is support. Support is offered in terms of coaching and training as well as acceptance that mistakes will be part of the transition process (Smith, 2001).

In addition, Lewin recognized that change is almost always met with resistance. More importantly, he identified the behaviors and environments that stimulate resistance. Thus, careful consideration of behavioral and environmental impacts must occur in the Unfreezing stage of Lewin’s Unfreezing-Changing-Refreezing Model prior to implementing the change. This will prepare the leaders of the organization to meet the resistance with the correct leadership and management style.

In the 3-step model for successful organizational change, Kurt Lewin argues that successful change in organizations follows 3 steps:

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.

In the review of the book, “Making Change Work: Practical Tools for Overcoming Human Resistance to Change,” I decided to summarize the major steps the book establishes. It discusses how to begin the change process by understanding your need for change, to the final step of the change process where an organization needs to implement changes. After summarizing the steps, I am going to show how the book relates to the textbook, Organizational Change: An Action-Oriented Toolkit, as well as giving a managerial implication.

The first lesson is that the change process goes through a series of phases that are long and considerable amount of time. The second lesson is that any mistakes that occur in any phases can have a adverse impact on the momentum of the change process (Mento, Jones & Dirndorfer, 2002).

2. How can we use Kurt Lewin’s change model, to explain and analyse the differences we perceive between Hem & Haw, and Sniff & Scurry.

An early model of progress created by Lewin portrayed change as a three-stage process. The primary stage he called "unfreezing". It included overcoming dormancy and disassembling the current "personality set". It must be some piece of surviving. Barrier systems must be circumventing. In the second stage the change happens. This is ordinarily a time of perplexity and move. We are mindful that the old ways are constantly tested yet we don 't have a reasonable picture with reference to what we are supplanting them with yet. The third and last stage he called "solidifying". The new attitude is solidifying and one 's solace level is coming back to past levels