Organizational Change Model free essay sample

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 input for solutions and participation from those affected by the change in this stage is crucial in acceptance of the change. The role of the leader also includes providing visionary leadership that enables the change process (Levasseur, 2001). In an effort to overcome resistance to change it is necessary to keep people affected by change in the know. Explaining the need to change and creating a sense of urgency will help to motivate people to change. It is necessary to inform people about the proposed changes and its impact prior to the introduction of the new changes. This will not be an easy step as people are participating in changes and making mistakes along the way (Connelly, 2014). Support is essential in this step and can be in the form of training and coaching. Communication Communication is vital to change throughout all the steps in Lewin’s Change Model. First, the idea for change must be shared with others to validate reasons and get people to buy-in to the new idea. Initiating change without those affected being knowledgeable of the change and reasons for it will most likely be resistant to the change (Connelly, 2014). Upfront communication will be more receptive if people affected by change are brought onboard to participate in conversations about the problem, its effect on this person, and the organization as a whole. These conversations bring forth ideas that enhance or improve proposed changes and can help to reduce barriers and minimalize the resistance to the change (Levasseur, 2001). Strengths and Weaknesses Kurt Lewin’s Change Model has been criticized for being too simplistic as organizational change is a continuous open-ended process (Burnes, 2004). The thoughts are that change should not be a fixed and stable process but rather a part of a complex and repetitive learning process. A second criticism of this model is that it is only relevant to incremental change and not for radical transformational changes. It is noted that Lewin was interested in behavioral changes rather than situations requiring rapid change. Thirdly, Lewin unheeded the role of politics and power in organizations and its conflictual nature. Finally, Lewin was seen as supporting from a top-down management driven approach to change and ignoring conditions requiring bottom-up changes. Several strengths of Lewin’s Change Model are his effective approach to resolving social conflict through changing group behavior, promoting an ethical and humanistic approach to change, and using his four mutually-reinforcing concepts of: Field Theory, Group Dynamics, Action Research as well as the 3-Step Model in combination for the process of effective change (Levasseur, 2001). Bridge’s Transition Model Bridges Transition Model, written by William Bridges in 1991, is based on how people feel as they transition through changes (Evision, 2014). This model highlights three stages of transition that we all go through as we experience change. One is Ending, Losing and Letting Go that begin as the initial stage of transition when people are presented with a change. This is an uncomfortable stage as people are forced to give up something that is familiar to them. It is common to experience many types of emotion in this stage such as fear, denial, and anger. Stage two is the Neutral Zone where it is not uncommon to see confusion, impatience and uncertainty. Experiencing resentment, low morale, decreased productivity, anxiety and skepticism is often seen as the change is taking place. This is an important time to consider new ways of thinking or working with people affected by the change. Stage three is The New Beginning and is a period of acceptance and energy where the idea of change has been incorporated. This is a time for skill building and seeing small wins for efforts. People affected by change experience high energy, openness to learning, and a renewed commitment to their role. Role of the Leader In the first stage of this model, Ending, Losing, and Letting Go, the role of the leader is to listen and understand emotions as people talk about how they feel (Evision, 2014). It is important to give them time to accept the change and let go of the status quo. The leader should communicate openly to inform everyone what will be occurring. Ensuring their use of skills and knowledge while implementing the change and providing appropriate resources to do so will assist people through the changes. Communication and reassurance are key elements for leaders during this stage as it educates people and reduces the fear of the unknown. The role of the leader through stage two, The Neutral Zone is to continue to provide people with a sense of direction, remind them of goals and listen to them as they go through the neutral period (Evision, 2014). This can increase motivation and productivity. It is always important to remind people of how well they are performing with the changes and a good time to set goals with small wins. In addition, continue to provide needed resources and remove any obstacles in the way of employees making needed changes. If necessary consider reducing workloads as the change is taking place. The last stage is the New Beginning where the change is adopted. The role of the leader is to sustain motivation by linking goals to organizational objectives, and emphasizing successes brought on by change (Evision, 2014). Leaders should pay careful attention to all those affected by this change because people do not all transition equally and at the same rate. Complacency can undermine what is working. Finally, leaders should remain positive and remain patient as all progress through the stages of change. The best way to overcome resistance to change is to expect it and have a plan in place. Bridge’s Transition model emphasizes communication of the problem to all involved in an effort to gain support for the needed change. Education about what will happen and providing needed resources to all will assist in reducing resistance to change. Obtaining small goals while change is occurring increases morale and increases acceptance. Communication The communication process is evident throughout all stages of Bridge’s Transition Model. Holding regular scheduled team meetings will assist in the communication process to all involved in the change (Evision, 2014). Repetitive verbalization will help to embed the new changes. The important thing is to communicate what is known, not known, and a time when more information will be available to ensure trust and maintain integrity. Strengths and Weaknesses Bridge’s Transition model has several strengths. One is putting the management of the individual side of change at the front, and emphasizes the mental and emotional component of change (MacKinnon, 2007). Bridge’s explains that change is situational, but transition is psychological. Time must be given throughout the three stages for people to internalize and come to grips with the new change. Furthermore, Bridge’s says that a transition â€Å"starts with an ending and ends with a beginning† (MacKinnon, 2007). One weakness is that this framework does not discuss the sociological and cultural dimensions of an organizational change. There is a culture of collected identity, behaviors and shared values to consider that are not discussed in enough detail as the overall model is more focused on managing individuals through change (MacKinnon, 2007). In addition, there is some confusion on whether to follow these steps in order or in an overlapping fashion. Overall, the framework remains highly effective in managing both individual and organizational change. Managing organizational change is a complex, challenging situation. Having a model of change as a framework will assist and guide the leader through the steps of change. While both Lewin’s Change Model and Bridge’s Transition Model incorporate different techniques in the process of change, they both require good communication and listening skills as a means to decrease resistance to change. The roles of the leaders require that they remain actively engaged throughout the change process, and motivate and encourage people as they transition from one place to another.