Change Model Paper

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,

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

Jick, T. D. , & Peiperl, M.A. (2011). Managing Change Cases and Concepts. (3rd Edition). New York, NY: McGraw- Hill.

Choosing a change model can be difficult for an organization. The company must ensure that the model it chooses will help them make the smoothest transition possible for everyone involved. The chosen change model must also help the company reach its goal within the time frame the company needs to have changes made.

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

Change is an ongoing and never ending organizational process. Change is often planned because of conflict between the desired and actual state of affairs. Conflict may arise because of difficulties in reaching performance goals or because new goals have been created (Sullivan & Decker, 2009). Making these changes in the workplace is stressful for everyone involved including the staff, the management, and the consumer. The role of the staff is vital for the change process to be smooth and the staff may be resistant to the changes, causing a systematic breakdown. It is the

Managing Transitions by William Bridges is a well-constructed text written on Change Management. Bridges begins by expressing the clear distinction between “change” and “transition”, with emphasis that change and transition are not interchangeable terms, but completely separate processes. The concept, according to Bridges, is simple: Change is situational, it is eventful, visible and tangible. Change is the WHAT. Transition is psychological, a continuous process that happens over a span of time, it is internalized by people. Transition is the HOW. Transition is internal, it is what happens to the person mentally as they process the change.

Over the course of this semester, Organizational Behavior has highlighted numerous topics, which concentrated on

The models of change that I have chosen to describe are the ADKAR model and Kotter’s 8 step change model. The ADKAR model is mainly used to help identify and drive change as well as a tool to understand any gaps that are needed to strengthen along the change process. It is also a useful framework for planning change within an organization, before implementation, and in the execution phase of the change management process. This process begins with five key goals that are the basis of the model; awareness of the need to change, desire to participate and support the change, knowledge of how to change, ability to implement the change on a daily basis, and reinforcement to keep the change in place. Each step in the ADKAR model

One was developed by Bolman and Deal and is known as the Four-Frame Model. In this model, the foundation for research is developed by looking at a problem from four different perspectives: structural, human resource, political, and symbolic. In this model, administrators can look at a problem from different points of view and make sense of the various details. Another model that can be used in conjunction with the Four-Frame model was introduced by Susan Curzon and is known as the Cycle of Change. The Cycle of Change has a ten step process: conceptualize the change, prepare the organization, organize the planning group, plan the change, decide what needs to change, manage individuals during change, control resistance to change, implement the change, evaluate the change, and succeed (Yi, 99). Each of these elements, except possibly “succeed,” can be addressed as the library administrator uses the Four-Frame method to filter the issues and create a coherent plan. These two models are able to be used concurrently as library administrators create an action plan for

Bloisi, W., Cook, C. & Hunsaker, P.(2003). Management and Organisational Behavior: European Edition. Berkshire: McGraw-Hill Education

In order to move forward and keep ahead, I believe an organization need change leaders who have capabilities to have their workforce go from change avoidance to change acceptance. “One of the most significant strengths of an effective leader is the ability to create a positive work climate where people are energized to do their best work, free of unnecessary distractions” (Cronkite, n.d.). During this part of the change process I feel the change leader would have better success if he would be tactful and harness the skills of others by working in a collaborative rather than hierarchical way. Leadership in an organization involves instilling motivation and enthusiasm in the employees. An effective leader knows how to manage and tackle difficult situations and people. Many reasons can cause a force of change in organizations but I feel it’s up to change leaders to manage these planned and unexpected changes. (Word count: 548)

Change is a common thing that happens all around us on a daily basis sometimes even without us noticing. It can range from family level to international levels, likewise in time frame it can happen on a daily basis, a monthly, yearly or even a decade. In the words of Senior & Fleming (6) Change can be simply defined as process of moving from one state to another. It is this transition that creates distress to the people due to fear of the unknown. We can not stop change but rather we can only manage it. So then what is change management?

According to organisational change management both the tools used by managers and the processes are to be taken into consideration. Mostly organisations want the change to be implemented with least resistance. For this to happen change must be implemented with a structured approach so that the transition of one behaviour to another is as smooth as possible.