Case Study- Merger Event

According to Kurt Lewin’s change model (1947), there are three aspects of managing organizational change: unfreezing, change intervention and refreezing. By observing the change model, all four characters are seen to go through the freezing stage when they found the first cheese station.

Validity of Lewin’s Model in the Present Over 60 years have passed since Kurt Lewin introduced his Unfreezing-Changing-Refreezing Model. His model is often considered invalid due to the specific beginning, middle, and end of his model. Today, change is continuous and fluid which critics have argued is not recognized by Lewin’s model. However, the following paragraphs will examine how Lewin’s Model is still applicable in today’s change management world.

Lewin’s Change Theory Author’s name: Institution: Date: Abstract The significance of Lewin’s change theory lay not in the formality of the theory itself but rather on his ability to conceptualize real situations and as a result come up with models that reflect ideal situations. Kurt Lewin cut a niche for himself as one of the

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:

Also EMIS should be the only method of data 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,

Shirey (2013) wrote about Lewin’s theory of change in which three stages individuals move through before change is

What are the similarities with these three models? They focuses on the overall process of planned change, instead of on specific organizational development actions. All three approaches focus on the application of the knowledge of behavioral science. Furthermore, all three models can be integrated and used together to implement planned

Change Theory The Change Theory was developed by Kurt Lewin. He identified three stages in change: unfreezing, changing, and freezing. According to Lewin, in order to be successful in implementing a change, people must go through all three steps. The first step is understanding that a change is necessary. In the scenario, the staff may have been comfortable with their routine and disregarded the moderate sedation policy because no sentinel events had occurred previously. To unfreeze this behavior the staff must acknowledge their behavior and realize a change is needed. A thorough review of the findings that lead to the death of Mr. B will may assist the staff in recognizing the need for change. The second step is the “change”. In this stage the staff would update the moderate sedation policy and implement the recommended changes. Such as, one on one nursing monitoring, vital sign monitoring, and completing or updating required education. The third is “Freezing”. In this step the staff has implemented and performed the desired changes until they have become the standard practice. This will reduce the likelihood

In Lewin’s 1951 change process, the first stage, unfrezzing is where change occurs and for people to let go of the old ways to adapt the new ways. The moving stage involves the change process where “thoughts, feelings, behavior, or all three, that is in some way more liberating or more productive than doing things the old way (Kaminski, 2011).” The last stage is known as the freezing stage because change is incorporated into the new routines making it the new standard operating procedure.

Supporting Change within an Organisation Introduction This report describes the effect and impact change has had within my organisation. 1.1 Change is a constant in today’s organisations. In a Recent CIPD survey it found more than half of all employees said that their organisation has been going through some kind of major change during

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:

if Involving and engaging with people who will be affected by the change is a fundamental element of its success. The anticipated barriers, resisting forces identified from the analysis stage, need to be the focus when unfreezing. How to involve these key players and impart the vision will be a major part of the action plan in implementing the change. Communicating and ‘drawing people in’ is the major component to success (Heller, 1998). An agreed communication strategy with all stakeholders noted needs to form the basis whilst unfreezing. If participants don’t understand the need to change, resistance will exist and failure will ensue. (Parkin, 2009).

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

Lewin’s change model is consisting of three steps: unfreeze, change, refreeze. When Kotter is suggesting an expanded version, which consists of eight steps model, where steps one to four are representing the unfreezing, steps five to seven represent changing and the last eighth step stands for refreezing.

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