Change
Management Models
Change
is inevitable, our world is changing day by day and as a result humans must
adapt to survive, businesses must change to suit the new conditions, all this
is in a bid for survival, else they cease to exist. Organizations exist in dynamic
environments full of competition, changing consumer needs, resource depletion
and other legal frameworks
that threaten their existence
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Change
managements models have been established by scholars who have argued that in
whatever scenario of change, the organization at hand must bring to task
various procedures and processes to keep with an ever changing world. In this
paper I will look at three change
management models and relate to the current business world. Of these are
Kurt Lewin model, the mckinsey 7-S model and the Kotter’s 8 Step Change
Model.
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Kurt
Lewin model developed back in the 1950s still holds true today. His model is
known as Unfreeze – Change – Refreeze, it refers to the three-stage process of
change. Lewin describes organizational change using the analogy of changing the
shape of a block of ice. In the first stage of unfreeze it entails to bring the
reality that change is inevitable for survival, it involve the preparation of
an organization to accept a new way of doing things, be it physical or
psychological it’s a crucial step that always faces resistance and change is
inevitable without acceptance (Murthy, 2007) . Change can be
actuated by change in figures, public opinion or any manner that deviates from
the organizational normal way of things or from a list of defined goals. The
next stage involves change, at this point people have realized that change is
crucial and most probably can figure the expected benefits from it. People
start to embrace the change and work in a given direction geared to achieve the
change, this stage is usually tile consuming and may lag in some p[arties who
may not really figure the benefits, therefore management has a key role to
coordinate and motivate staff while ensuring that communication channels are
open to facilitate the process (Herth, 2013) . The next stage is
to refreeze, coming from a change regime usually people have the psychology of
a perceived change that tends to drive them again to normalcy, by refreezing
the new regime will ensure that the change instilled becomes part of the
normalcy and thus people have embraced the system and accepted it as a way of doing things. This is evident with
the notion of new systems turning to ‘established systems’, stable organization
and specializing in the new way. The organization thus achieves the full
capacity and employees become comfortable with the new systems.
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The second change management model
is McKinsey 7-s model. This model advocates that shared values, Strategy,
Structure, Systems, Style, Staff and Skills are crucial factors that operate as
collective virtues of change. The model is complex with all the factors being
interrelated with one another. The models establishes that for a change to be
felt within an organization, employees need to have shared values. It implies
that the majority have a common goal that is of interest. By the fact that a
shared value has to be safeguarded it becomes crucial to come up with a
strategy, this is the most important part of the change, by itself it’s
crippled without the workforce to implement it (Horney, 2000) (Herth, 2013) . The established
strategy must be suitable for the existing structure or systems, this is a
measure of compatibility and confidence that the change is acceptable,
appreciated and there is the willingness in the existing systems. This is the point
where every employee has to embrace the new idea. With the systems being part
of the change, a style best suited to the new change is required, this can be
assumed like the use of internet banking as opposed to manual banking. This
factor looks at the way things are done and queries whether it’s the best
style, the only available style or there exists alternatives. With the new
change being acceptable it becomes vital to set staff geared to the goal (Murthy, 2007) , this involves
equipping staff with the required skills such that the new way of things is
embraced with the right attitude and confidence in implementation.
The third model is the Kotter’s 8 Step Change
Model, professor John Kotter argues that for change to occur, employees buy
into the idea when leaders convince them of the urgent need for change to occur (Horney, 2000) (Herth, 2013) . He describes
the model in an eight step process. Firstly he argues that an urgency for the
change must be convinced to the employees. They thus feel the need to change
with an inward pressure to accept change since its urgent. The next step is to
build a team dedicated to change, this will ensure that suitable staff are
selected to drive the change. This will be followed by creating the vision for
the change, a forecasted positive impact is elaborated and made known to
motivate staff. This step is emphasized by communicating the need for change,
probably letting the staff know what of the unexpected may be the result of
remaining rigid in a changing organization environment. The next step would then
be to empower the staff with the ability to change. This can be done through
training and making them psychologically buy into the idea. Eying on the long-term
goal, short term goals are established and focus on achieving them being
critical, it’s these short term goals that build long term goals (Murthy, 2007) . The next
step would then be to stay persistent and lastly make the change permanent. The
new way of doing things thus becomes a part of the organization
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In conclusion, a change is a crucial
tool when something has gone wrong. Flexibility should be essential in a
company trying to find its place in this fast moving world. This adaptively
should always follow the core values and objectives of the company, but not be
slowed down by bureaucratic procedures which slow down the process and prevent
individual incentive (Horney, 2000) .
References
Erth, C. G. (2013). Business Process Models: Change
management. Berlin: Springer.
Murthy, C. S. (2007). change management.
mumbai: Himalaya publication house.
Horney, H. J. (2000). project change management:
applying change management to improvement projects. new york: McGraw Hill.
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