Organizational Change

Organizational Change Models

Organizational change is the term used to describe the transformation process that a company goes through in response to a strategic reorientation, restructure, or change in management. Organizational change impacts the psychological, emotional, and physical states of everyone involved (Nadler & Tushman, 1989). How organizations manage change depends on the nature of the organization, the change, and those involved. A key component to an organization thriving is a clear understanding of the change process. This paper will examine Lewin Change Model and the ADKAR Change Management Model. It will discuss the strengths and weaknesses of each model as well as the role of the leader, overcoming resistance, and the importance of communication within each model.

Lewin's Change Model

Kurt Lewin developed a model known as unfreeze-change-refreeze to help describe organizational change. It is a three stage process that can help an individual prepare and plan to manage the transitions. The first stage according to Lewin's model involves preparing to accept the change. This involves forcing an organization to look at its beliefs, values, attitudes and behaviors. Showing individuals what has to change can help them see why the current way of doing things is not working. This will create the motivation for change. This stage is most difficult as it challenges the way things are done. The second stage, change, is where individuals look at new ways of doing things. In this stage, everyone involved needs to understand how the change will benefit them. The third stage, refreeze, is when people and the organizations internalize the changes. It is when everyone had embraced the new ways of working and uses the changes on a daily basis (Levasseur, 2001).

Strengths and Weaknesses

Lewin's model has many strengths and weaknesses. This model is easy to use and understand. Each stage of this model poses questions that can guide the intended user through the change process. For example, in the unfreezing stage, users are to create urgency related to change. This can be done by referring to the company's financial standing which is the result of some process that is currently used.

In Lewin's model, change is progressed through linear stages. It accounts for some difficulty that may be encountered in terms of an individual's attachments to group and organizational values. However, it can be argues that the simplicity of the model does not account for the complexities such as conflicts, negotiations, and pressures that are all a part of the change process. Change is not rigid, there are periods of regression and many obstacles that must be addressed are not highlighted in this model.

Role of the Leader

Effective leadership is necessary in every step of this change model. Effective leadership creates the need for change by delivering compelling messages as to why the change has to occur. Leaders are able to invoke change in their followers. They remain open and available to address the concerns of everyone. As the change progresses, leaders are able to involve people in the process and generate successes that reinforce the change. They keep everyone informed and provide support as the change becomes a permanent part of the new organization.

Overcoming Resistance

In Lewin's View, there are two types of resistance- from social habit or from the creation of an inner resistance to change. He believed that resistance to change will increase as a person is moved away from the current group values. He believed that resistance can be lowered by removing whatever the group or organization values and replacing it. This is accomplished in stage one of his model where individuals experience other viewpoints and adapt to a new group value (Carter, 2008).

Communication

Lewin's Change model involves accurate and thorough communication. In stage one, the new vision for the organization must be communicated in terms of the change required. In the change stage, communication is essential to explain how the changes affect everyone, to describe the benefits of the change, prepare everyone for what is coming, and answer questions openly and honestly. In the final stage, communication is used to identify and support the barriers to the change and to keep everyone informed and supported in