Case Study- Merger Event

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,

At the Unfreezing stage the most likely source of resistance is Inertia. This is because the company was comfortable with their present ways of doing things. At the next stage the source of resistance would be Mistrust. The lack of trust between the people communicating that there needed to be a change. At the final stage Refreezing, the main source of resistance would be falling back into the same pattern. This means that instead of going ahead with the new way of doing things and making progress they go back to doing what they have always done.

The change process that was implemented using the Kurt Lewin Change theory. The Kurt Lewin change theory implements the three-step method of unfreeze, change, and freeze. A summary of the change theory allows the manager or change agent an idea of what implementing change means when dealing with people. The model provides guidance on how to go about getting people to change: a manager will implement new processes and re-assign tasks, but change will only be effective if the people involved embrace it and help putting it into practice it. Prior to implementing the change process at the Medical Quality Hospital had 1,000 medical errors and 100 deaths related to medical errors which cost the hospital $1.2 million dollars.

Therefore, Lewin’s model illustrates the effects of forces that either promote or inhibit change. Specifically, driving forces promote change while restraining forces oppose change. Hence, change will occur when the combined strength of one force is greater than the combined strength of the opposing set of forces (Robbins 564-65).

He theorized a three-stage model of change known as unfreezing-change-refreeze model that requires prior learning to be rejected and replaced. Lewin 's definition of behavior in this model is "a dynamic balance of forces working in opposing directions."

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.

A new kind of challenge sets peoples’ mind thinking trying to come up with appropriate solutions and in the process, change is created. Among these challenges is disconfirmation which causes dissatisfaction in the present conditions coupled with learning anxiety which triggers a state of resistance and defensiveness because of having to discard what had been formerly accepted. This now becomes the driving force for unfreezing which is the first stage towards change and is in itself a very fundamental step.

Unfreezing stage clear communication must be provided which is still valid today. The communication must include a sense of urgency and help employees understand why the change is needed. In order for change to occur, employees must be prepared for the change. They must also feel that their position is secure and that they will receive support from all levels through the implementation of the change. Additionally, employees should be a part of the change process to ensure they still feel empowered within the organization.

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

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.

The Change theory by Kurt Lewin consists of three stages that must proceed before change is a part of a system and

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:

After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction.

If Plattner has involved the corporate R&D and let them take part in creating the change and has created the cross-functional, cross-level groups of people, who were strong enough to lead the change and has tried more in “selling” his idea to the SAP and the corporate engineers, the unfreezing stage would have been better facilitated. Also these actions would have reduced the resistance to change of the employees and also it would have been beneficial for SAP, which would be able to gain much

Unfreezing raises an initial awareness of the need for change. It is the first step in the change process. As many people will resist change the goal during unfreezing is to create awareness as to how the current level is hindering the organization in some way. Old behaviour, ways of thinking, procedures and process followed, Human resource, Organisation structure must be carefully examined to clarify the people in the organization the need for change to maintain competitive advantage. The Proprietor needs to convince his people the logic behind change and how it will be beneficial at Individual and Organisational level. Besides Lewin states that people should be motivated to accept change