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Reviewing The Lewins Change Model Information Technology Essay

Three level theory of change was proposed by Kurt Lewin (creator of social psychology). Initially the idea was provided in 1947 and since that time a whole lot of changes has been taken place in the initial work. Actually there are various types of change which derive from the Kurt Lewin model. Relating to Kurt Lewin, change in business is commonly known as Unfreeze, Change, and Freeze. Change entails moving in one equilibrium indicate another.

Kurt Lewin model is useful to frame a process of change for folks which may easily understand. Although this theory got so much level of popularity but it's been criticized to be too simplistic. The specific explanation of each level of the model is given below:

Stage 1: Unfreezing

Unfreezing is the first stage of Lewin's Change Model. This level focuses on the necessity for change and it is the starting place of change process. This level emphasizes the importance of change and helps in moving move away from our current safe place. Change will not appear unless and until we understand the urgency of change. The greater we believe change is essential, a lot more pressing it is and vise versa. When it becomes evident that the business takes a change then the next step is to identify the pros and cons associated with the implementation of change. For instance it might be wise to continue with the change if the causes assisting the change outnumber the causes restraining the change. This is the basis of Kurt Lewin model which is drive field examination. In field push analysis there are many factors related to the change. A number of the factors are in favor of change while others are opposing factors. An alteration cannot takes place unless the factors for change is greater than the factors against change. Inside the 'Unfreezing' level a office or a whole business moves towards desire for change. FFA is a helpful way to know this process and there are sufficient of thoughts for accomplishing this.

Stage 2: Change - or Transition

The second level of Lewin's Change Model is a process of move from current state to the required state. In transition process the existing expresses is unfrozen and movement is started to the new express. Lewin argued that the second stage is often the hardest as people are uncertain. Essentially in this stage people aren't much aware about the advantages of change so they may be in the process of learning about the changes and require time to comprehend. In this stage people scan the environment for new relevant information and try to identify new role model or coach. People will need to have clear picture of the desired change which will help them in having clear ide where these are heading.

Stage 3: Freezing (or Refreezing)

The last stage of Lewin's Change Model is freezing or refreezing. After the change has been made, the next thing is to freeze the change in order to establish steadiness. In this stage everything is going to settle down because people are along the way of accepting the new changes. Thus all the changes become new norms of the organization and people form new relationships. People will become comfortable with their exercises but it will require time. Many people argue that there surely is no freezing because of powerful environment where things are changing very speedily. Therefore there is always a continuing change and freezing has turned into a confused process in which enormous flexibility is necessary. In this manner 'unfreezing' for another change might be easier. Lewin's tried to reinforce the change and ensure that the desired change is accepted and looked after in to the future. Reinforcement is very important because people tend to get back to doing what they are used to doing.

General model of planned change

There are two types of change which are organized change and unplanned change. Because the environment is changing frequently therefore it becomes important for the organization to keep speed with the fast change. For this function a well planned change is necessary to cope up with the future demands of the business. Those organizations that are not concentrating on the planned change are either failed miserable or faces huge financial loss in the foreseeable future. Among the models for planned change is standard model of designed change which is greatly employed by organizations.

General style of planned change has four periods which receive below:

Entering contract

Diagnosing

Planning and Implementing

Evaluation

Basically, the relationship is shown in the physique listed below:

Entering and Contracting

This is the first level of general style of planned change. It can help the management to choose whether to proceed with an OD involvement or not. This stage helps in discovering the resources, time and budget needed for the change. Simply the going into and contracting period has other sub-stages as well such as gathering primary data, presenting original findings to the clients, suggested a model to be utilized, the overview of the proposal by customers and signing a contract based on mutual agreement. In case of primary data gathering the OD specialist and the client would normally start with a conversation about the reason behind considering OD to begin with. Then the data would be collected by the OD specialist to progress understanding of the organization and reasons for change. OD practitioner analyzes the info and makes preliminary advice about possible ways to move forward. He then offered the data to the client and they will jointly do some preliminary use this data. Within the next step the OD specialist make an effort to build romantic relationship with the customers to raised assist and aid the process. It is vital for the OD practitioner to know the how the process will play out to guarantee that we now have no surprises for the clients down the road. It is often seen that lots of efforts stop at the getting into and contracting stage because of various reasons such as: insufficient resources, alternating solution for the problem is found, there is difference between your principles of OD specialist and the business.

Diagnosing

Diagnosing is the second phase of general model of organized change. Within this period data is obtained, analyzed and proper opinions is given. The OD practitioner tries to comprehend the problems of corporation and the effects of these problems on the overall performance of the organization. He also evaluates the advantages of the organization on the basis of which organization can build. You can find three levels for analysis which are: organizational level, group level or individual level. But examination at organizational level is a lot more technical than the examination at individual level. However it is argued that the analysis at the bigger levels are the inputs for the smaller ones, it is therefore essential to understand the bigger levels, even when diagnosing at a lesser level. The analysis and reviews process is collaborative, guaranteeing continued use and ownership of the info and the results of the diagnosis, by your client. The research process might include the consultant making some preliminary conclusions, however the real conclusions about this is of the info, which is used to plan the interventions, should be done collaboratively with the client.

In this period of planned change model, the OD specialist and organizational customers design the interventions that could drive the change. Such interventions are always predicated on the results of the examination and help in resolving the issues. The way intervention was created is affected by various factors such as: the capability and readiness of the organization for change, skills of the OD practitioner, the power circulation of the business etc. In essence there are four types of interventions which receive below:

Human Process interventions

Human Relationships interventions

Techno-Structural Interventions

Strategic Interventions

Evaluation

This is the previous stage of planned change model. In this particular stage the entire success of change process is examined. The practitioners as well as top management try to learn if the change was efficiently implemented and the required email address details are achieved or not. Analysis is necessary because it shows the success or failure of change program.

Beyond the Quick Fix

Ralph Kilmann suggested beyond the quick fix model in his book beyond the magic pill managing five record to organizational success. The writer argued that there are five stages for successfully employing the change in any group. Organizations must concentrate on successfully implementing the existing stage before moving into the next level because if the original level is not put in place successfully then the next stages will also be influenced. Mangers and consultants should never go through a long and hard process if success is extremely hard. This model was effectively integrated in top organizations such as: AT&T, Kodak, Ford, GE, Basic Foods and Xerox. However the time of completely putting into action the change rages from one time to five years. The five stages proposed by Ralph Kilmann are given below:

Initiating the Program

Diagnosing the Problem

Scheduling the Tracks

Implementing the Tracks

Evaluating the Results

Initiating the program (Determination from top management)

Initiating the program is the first stage of beyond the magic pill model. In such a stage the very best management realizes that there surely is need for change because they feel that their old ways of addressing the problems are no more effective. They could indication for change through various resources such as ongoing decrease in sales, earnings, market share, brand commitment etc. On the basis of these indicators the very best management makes a decision to contract exterior consultant who can provide a fresh strategy. After contracting the exterior consultant the next step is to make consensus whether to carry on or not predicated on the bottom realities. The supervisor and consultant

Diagnosing the Problems

This is an important stage of beyond the quick fix model. On this stage managers make an effort to evaluate the strengths, weaknesses, opportunities and dangers of business. This will help the professionals to first diagnose the problems and then solve them on the basis of available resources and talents of the business. Therefore the best for the consultants is to interview a representative sample of people throughout the organization.

Scheduling the Tracks

The scheduling monitors of the model focus on this techniques making the five tracks. The techniques can help in solving the problems identified at the sooner stage of identification. There are many factors that are one of them stage such as: culture, skills, team building, strategy, structure, reward system.

Implementing the Tracks

Implementing the tracks is the fourth stage of beyond the quick fix model. With this stage planned songs are being implemented. There's also various adjustments which take place through the process which corporation learned with the passage of time.

Evaluating the Results

Evaluating the results is essential to know since it helps in examining the proper implementation of change program. Assessing the results become a strategy for success of previous stages. If the desired email address details are achieved then it is the indication that this program was successful. Based on various evaluations, additional activities may be slated and implemented for just one or more monitors and the routine of organized change carries on.

Burke-Litwin Style of Organizational Change

Transactional Change

Transactional change or first order change refers to a situation in which some features of the business changes without changing the basic nature of the organization. In transactional change you don't have to change the organizational framework, policies and techniques, and skills and skills needed to implement the change. Transactional change includes changes in standards, requirements, chain of instructions etc. In most cases the results of transactional change is easy and predictable.

Transformational Change

Transformational change or second order change is kind of change in which fundamental character of the organization changes substantially. In essence in transformational change the final results are intricate and unpredictable. In such instances the focus is on the change of objective, strategy, leadership, firm culture, regulations and procedures. There are a few unique skills, abilities and ways of thinking to successfully apply the change. Transformational change requires huge invesment and serious attention from various stakeholders such as: politics leaders, engineering, workforce etc. OD programs are aimed toward both first and second order change with an increasing focus on second-order transformational change.

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