Analysis Of Kurt Lewin's Model Of Change

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

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,

Kurt Lewis developed this theory. It consists of three significant concepts to enforce change. The three concepts are made up of three stages which are unfreeze, change, and freeze stage. The first stage, which is the unfreeze stage is a method of making it possible for people to let go of an old pattern to adapt to a new one. The second stage; change stage is when people are adapting to the change, and this is when new behaviors and attitudes are developed. The change is being implemented at this stage. The final stage, which is the freeze change is when people adapt to this change as a new habit so that it becomes the new norm. If this final change did not take place, it could be easy for the healthcare staff to go back to old

This management plan is based on Frontier Communications, and how Human Resource policies and procedures that are currently in place need to be changed. This plan will introduce areas of change that need to be implemented right away. Moreover, by using the eight stages of Kotters Process of Creating Changes can better help me to implement such changes. In doing so implementation of change and imitative of these procedures to expand the quality of service the company wants to achieve, by recommendations to upper management.

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

ABSTRACT The purpose of this article is to summarize several change theories and assumptions about the nature of change. The author shows how successful change can be encouraged and facilitated for long-term success. The article compares the characteristics of Lewin’s Three-Step Change Theory, Lippitt’s Phases of Change Theory, Prochaska and DiClemente’s Change Theory, Social Cognitive Theory, and the Theory of Reasoned Action and Planned Behavior to one another. Leading industry experts will need to continually review and

The second step in the change theory is the transition stage. Once people are unfrozen, the problem now shifts to how to keep them going. This is now the actual change process a stage that is characterized by confusion as people try to change from the old to new ways. This stage is further characterized by fear because people tend to be unsure and is the hardest step in the whole process (Schein, 1995). During transition, new behaviors are developed, values and attitudes. It is achieved through development techniques and change in existing organizational structures. People undergoing this stage need to be given ample time to adapt to new ways. Of uttermost importance during this stage is support. Support is offered in terms of coaching and training as well as acceptance that mistakes will be part of the transition process (Smith, 2001).

Vincent Nayar, in my opinion, followed the models presented by Lewin and Kotter quite closely. The process to ensure the changes needed for success were understood by Nayar to be difficult and lengthy. Based on the information gathered from the case study many of the steps necessary to complete the changes can be seen in the both of these change model examples.

Consolidating gains and producing more change—Kotter (1996) stated that many change programs failed because the victory was declared too early. Companies should build trust to employees and customers through the success of short-term objectives and continue to work hard until the end of the strategy. In May 2011, BA

This model is built on the belief that applying change can be associated with entailing and creating a perception that a change is needed, which is then proceeded by moving towards the change and seeding the required norms to the change to ensure that the new behaviour is enforced and solidified (Mindtools.com, 2015).

John Kotter, the author of the well known book “Our Iceberg is Melting: Changing and Succeeding under Any Conditions “, taught for more than thirty years at Harvard Business School. Kotter could be considered an expert in the field of business with his many years of experience. After retiring from teaching, he then founded Kotter International and has spent his time assisting others in the area of implementing changes. He, like many others before him, observed the challenges that many businesses, organizations, and other institutions faced when trying to make changes. Over the years he observed that changes are not easily implemented or accepted because people in

Using this criterion and Kotter’s 8-step plan (which is an extension on Lewin’s plan), Charlotte’s was considerably successful in her

From the issues raised in the section above, it can be seen that change is complex and there is not a single solution. However, a number of key areas of focus emerge.

Change happens in all aspects of life. Leaders view change as being good most of the time. An organization can’t move forward without change. This paper will discuss how leaders can use levels of change and the steps of Kotter’s change model to implement change. It will also give a Christian worldview as it pertains to the topics. Leader must learn the language to effectively communicate change. This will give managers an advantage and help demonstrate the vision for the future.

5. How might Plattner have used Lewin’s and Kotter’s models of change to increase the probability of achieving positive organizational change? Provide specific recommendations.