Change Relating To Business Essay

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

Change theories. Kurt Lewin’s three step change process can be used to promote change within the units that will be affected by this DNP project. Lewin’s theory states that for change to be successful, three steps need to occur: unfreezing from the

Lewin developed a theory in the 1940’s which is still entirely valid today. He identified 3 key stages in change - Unfreeze- Change – refreeze. He likened this to a block of ice shaped as cube, in order to change it you must melt (unfreeze) it to make it ready for change, then as water it can be re-moulded (changed) then you can solidify it (refreeze).

The next stage in the model is change intervention, this is where the actual behaviour and work practice is changed. Sniff and Scurry changed their behaviour as well as their work practice as a natural cause of the unfreezing stage (McWilliams & Williams, 2014). Haws process is longer, and he goes through seven different phases of change, shown by his written wall notes.

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

I. KURT-LEWIN THEORY OF CHANGE:This theory is also known as the Unfreeze-Change-Refreeze Model of Change. Kurt-Lewin proposed three simple steps to describe the "unfreeze-change-refreeze model. It basically means going from the State A into an unfrozen, change, and then reforming in a different pattern,1.The first step, “unfreeze” involves the process of letting go of certain restrictive attitudes during the initial stages through creating motivation and readiness to accept change.

Unfreezing is when I as a change agent proposes a plan for change to the team or organisation. During this stage I will attempt to win over team members who are not keen on my change, I will aim to resolve any anxieties or concerns regarding the change. Cummings and McLennan (2005) claim that an essential leadership role is to understand the different perspectives of individuals and stakeholders and to ‘align the changes to be meaningful for them’. During this stage I will attempt to access the relative merits of the forces for against change such as extent of the proposed change, nature and depth of motivation of stakeholders, and the environment in which change will occur. It is necessary for the driving forces for change to exceed the opposing forces for change, this is

The final stage of implementing a change process according to Lewins, is refreezing. During this stage the change is continued and supported within the specific environment. The final stage according to Lippitt, Watson, and Westley, is phase seven, dismissal of the relationship that is aiding the change. The change is now successfully and permanently established during the final stages of change.

The first four steps essentially extrapolate on the unfreezing stage. Steps 5 through 7 represent ‘movement’. And the final step works on ‘refreezing’. When I look at the organizational structure change my current employer is going through it is clear that they have made many of the mistakes Kotter discussed. When reviewing the unfreezing stage the organization has not created any sense of urgency or new vision to direct change. As I have discussed previously the entire communication process related to these changes has been vague at best. The restructuring project is being lead by well respected senior management within the organization, however without the other components discussed respected senior

Workers at all levels of an organization, be they CEOs, middle managers, or entry-level staff, recognize that change is inevitable. However, the successful implementation of organizational change in response to changes in an organization’s external environment can be one of the greatest challenges top-level leaders face. Regardless of how far-seeing and meticulously planned organizational change may be, it will not be effectively implemented unless it is communicated to an organization’s staff in such a

The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change

In examining change, Lewin identified three phases of the change process - unfreezing, changing, and refreezing. This involves getting people ready for the change, providing new patterns of behavior, integrating the behavior into the individual permanently.

An early model of change developed by Kurt Lewin described change as a three-stage process. The first stage he called "unfreezing".

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

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