Lewin's Change Management Model, Kotters Model - Coursework Example

Implementing Change Author’s Name Student’s Name Institutional Affiliation Implementing Strategic Change Introduction Firms and organizations tend to face changes almost every day through processes such as launching of a new product or restructuring a firm. In some cases, some organizations implement changes without making consistent plans and this causes chaos in its operations and performance. The main role of strategic change management is to allow companies to make the required changes responsibly and carefully (Armstrong, 2012). Change enables organizations to thrive and overcome the competition that exists in a given industry. In general, effective change management enables firms to boost their performance and gain a competitive edge in the market. According to Armstrong (2012)), strategic change management refers to the process of managing a certain change in a structured, thoughtful way in a bid to meet the objectives, goals, and missions of a company. The aim of this paper is to analyze and explore ways in which organizations implement strategic change. Firstly, this paper will analyze how firms implement change using change management models such as Kotter’s Model and Lewin’s Model. The research paper will also analyses and apply academic theories in regards to change implementation and management. Additionally, the paper will critically analyze the strategic development, including how to overcome any potential resistance to change. Lastly, the paper will give recommendations that will help organizations to implement and manage change effectively. Change Management Models Various companies have adopted numerous models that guide them when managing a change process. Some of the models that are well-known and useful in comprehending the process of change management include John Kotter's Change Model and Kurt Lewin's Change Model (Daft & Marcic, 2014). Kotter's Change Model Many international and local organizations have adopted this model of change management. Specifically, this model is based on the fact that organizations should lead employees through the eight critical steps. According to this model, employees of a given organization play a vital role in boosting the performance and general operations. This means that using this 8-step model enables employees to stay in line with the current change management strategies. The eight critical steps that employees should go through in regards to this model include: Establish urgency This is the first step, and according to Kotter, for change to occur, the whole organization must want it and perceive it as a vital requirement. Employees make the largest percentage of a firm; hence, their input is quite important (Daft & Marcic, 2014). Therefore, before implementing change, the management of a firm should create a sense of urgency amongst the employees in order for them to realize the need for change. Moro ever, creating urgency is important, since it will boost the motivation of workers in regards to making necessary change. Formation of a powerful coalition For a given organization to implement change effectively, it is always important to convince employees that change is necessary. This process may require an individual with strong leadership skills in order to have support from important people within the firm. Managing change is not adequate, since the firm must lead it as well (Daft & Marcic, 2014). After forming a change coalition, a firm should work as a team and build momentum around the need for change. In order to form a powerful coalition, it is important to identity competent leaders within a firm and request for commitment from key people. Team building is also a vital aspect of these coalitions. Formation of a strategic vision and initiative According to Kotter, the third step during the change management process is to create a vision for change. During this process, the management must identify the major ideas and solutions related to the change. Linking these ideas to an overall vision will enable employees and other members of the organization to grasp easily and remember. When creating a strategic vision, it is always important to determine the main values that are crucial for the change. The management should then create a short summary that defines the future of the organization (Waldersee, Griffiths, & Lai, 2013). A company should also create a strategy on how to execute the vision. A clear vision is important since it enables workers to understand what is required or expected of them in regards to implementing change. Communicating the vision This fourth step is also vital in that it ensures employees easily understand the requirements for making the change. As stated earlier, employees make the largest part of the organization, and it is important to communicate the message frequently to them. In order to determine the success of an organization’s, it is important to focus on fulfilling the vision. The message about change may face strong competition from other forms of communication. Therefore, those involved in change implementation need to communicate the vision frequently in order to embed it in most of the organization activities. By keeping the idea about change on people’s minds, Remove Obstacles This fifth process involves implementing the change and eliminating any obstacles that might hinder the management from bringing these changes. In order to go through this stage effectively, it is important to identify competent leaders who are able to deliver the change. This process also involves analyzing a firm’s structure and performance and making sure they are in line with the set vision. The management should also rewarded people for bringing change in to the organization. It is also advisable to identity the people resisting change in order to help them to see why it is needed. Creating short-term wins Success is one of the best forms of motivation for workers within a given firm. It is important to give an organization a state of victory during the early stages of the change process. Achieving the short-term targets is very important since it will motivate employees to work towards completing the change implementation process. The management is normally advised not to choose early or expensive targets in order to justify any investments made in regards to change-driven projects. When targets are achieved, it motivates workers in the implementation of change. Build on the change In regards to Kotter’s processes, building on change is important in ensuring that a project does not fail. Real change is a continuous and deep process that requires commitment. By making improvements on areas that need correction, the management is able to build on the new system and ensuring success. When building on the change, it is always important to talk about the progress of change implementation frequently (McGuinness & Morgan, 2005). Moreover, when hiring new stuff, it is important for a company to always include the changing values and practices. This stage also requires the management to recognize the key members of the change coalition and realize the contribution of all members involved. Lewin's Change Management Model Another type of model that is used to implement change in a given organization is the Lewin’s Change Management model. This model involves the following of three distinctive stages which include: Unfreezing The main basis of this process is to start creating the motivation to change. When implementing change, Kurt explains that the first stage, which is known as unfreezing, involves preparing a given company to accept that change is necessary within the firm. Therefore, this stage involves breaking down the current status quo in order to come up with a new system of operating. The first step of the unfreezing process is to determine what needs to change by surveying the current state of a firm and understanding why change is necessary (Hord & Roussin, 2013). Secondly, the one implementing the change should ensure that there is strong support from top management officials such as the mangers. This will ensure that key people in the firm are supporting the change process. Thirdly, by composing a compelling message and using vision and strategy, the change agent can manage to create need for change. Lastly, the unfreezing stage also involves understanding all the existing doubts. Change This is the second stage as identified in the Lewin’s change management model. When there is uncertainty during the unfreeze stage, the change stage tries to solve these uncertainties and find other better ways of performing tasks. Transiting from unfreeze to change takes some time, since people must embrace the new changes and implement the new practices. During the change stage, the first step involves making frequent communication by telling the workers about the benefits of implementing the existing changes (Osentoski, 2015). Communication ensures that everyone is prepared for what is coming and also aware of the consequences of these changes. This stage also involves dispelling any rumors and dealing with the existing problems or doubts. During this stage, the change agents empower action by ensuring there is employee involvement and using managers to offer guidelines to workers. Lastly, this stage involves people in the process by negotiating with stakeholders such as employees. Refreeze This is the third and last stage of Lewin’s change management model. During this stage, the changes are already taking shape. At this point, the employees and other members of the firm have already embraced the new ways of working. The most conspicuous sign of freezing stage is the use of organization chart as well as job descriptions (McGuinness & Morgan, 2005). This stage also enables people to institutionalize and implement the changes. Firstly, it involves anchoring the changes that have been made in to the organization culture and practices. In this case, the change-agents are expected to identify what supports the change or the barriers of change. Secondly, the freeze stage involves coming up with ways to sustain change effectively by making sure there is support from leaders, establishing a reward system, and adapting the organizational structure. It is also important to provide support and training amongst members of the organization in order for them to familiarize with the new changes. This stage also involves celebrating success, especially when there is effective implementation of change. According to Lewin, managing change in an effective manner helps to boost and improve the status of the firm. Overcoming potential resistance to change During the change management and implementation process, it is important to identify the various members who are resisting the necessary change and assist them to understand why it is needed. When certain changes benefit the society, it is advisable for the firm to adopt them. Some of the ways through which change agents can overcome potential resistance to change includes: Marketing the new changes to various concerned groups This is a very effective way of reduced the chances of resistance because it mainly involves marketing the new business strategy that a firm will implement. Marketing involves explaining the new plan in order for the stakeholders to understand how the changes will make operations easier and more effective (Kpessa, 2013). All members of a given firm have a right to understand the goals of the new business strategies. Therefore, by marketing these new strategies, the workers will reduce doubts and any suspicions. Communication As stated earlier, employees are a vital part of an organization: hence, their ideas and input are very important for the firm’s performance. To avoid resistance to change, the change agents should come up with a way to communicate with workers about new initiatives and progress (Kpessa, 2013). Making employees feel as part of the change will enable them to embrace the new strategies. Therefore, it is important to provide workers with regular updates during meetings. Developing key deliverables Alternatively, the change agents can develop key deliverables for various departments within the firm. All the people involved in the implementation of this business strategy should be enlightened on these deliverables. According to Smith (2015), a deliverable refers to a final report in regards to implementing new business strategies. It is important to create deliverables form various groups in order to highlight the gaps and expectations of employees. This will prevents the workers from resisting as part of the change implementation tem. Selection of various change agents When dealing with large firms, one change agent in not adequate. In most cases, the existence of few change agents prevents the successful implementation of projects. This is because these agents are unable to convince all employees to embrace change. As a result, most workers end up resisting change. In order to prevent this problem of resistance, the management of an organization should select a number of change agents from key positions in the firm (Kpessa, 2013). Having an adequate number of change agents will help the firm to manage, plan, and implement change effectively. Moreover, the change agents identified should be vocal and possess effective communication skills. Tying successful implementation to compensation Although this manner of reducing the level of resistance is not common in most organizations, it goes a long way in ensuring that employees are conversant with the new strategies and other vital changes (Kotter, 2012). When using this solution, the change agent should form about four milestones in a bid to measure the level of success per year. In most cases, success leads to motivation. Therefore, reporting on performance and rewarding employees who meet expectations will help in boosting motivation towards implementing the changes. This solution is quite useful since it ensures employees are focused towards improving organization performance. Resultantly, this reduces the barrier of resistance. Recommendations Form the above research; it is evident that bringing change in a given firm mainly involves the implementation of new business strategies. Change is inevitable and vital, especially for firms that operate within a competitive environment. Since here is change in technology and economic status in the society, it is important for firms to embrace positive change. The steps below are effective recommendations on how to implement and manage change effectively: 1. Change is a very significant process of growth in a given firm. Therefore, when implementing change, top executives, and other members at the management level should arrange for meetings with various groups (Browning, 2015). This will help in ensuring that the goals of the management are aligned with those of the workers. Specifically, it is the role of the management to deal with any form of resistance to change and provide an amicable solution (Browning, 2015). Overall, this means that for a firm that wants to implement changes, there should be an easy and frequent flow of communication between the workers and the management. 2. Another important recommendation is that for firms planning to implement change, it is important to do so in phases. Most organizations at the local and international level make the mistake of implementing change abruptly without taking time to complete all the necessary steps. Specifically, when implanting change, an organization should undergo stages such as preparing for change managing the change, and reinforcing change. Preparing for change will enable the team members would undertake steps such as defining the change management strategy and outlining the key activities. Secondly, managing change involves the formation of plans such as communications and operations in the firm. Lastly, reinforcing change helps in collecting feedback and evaluating the importance or benefits of the newly implemented strategies. 3. Thirdly, it is recommendable for firms to always communicate about the change process. One of the main causes of resistance to change is the lack of effective communication (Kotter, 2012). Failing to tell team members about organization changes can lead to employee misconduct amongst many workers. When undergoing the stages of change management process, there must be communication between the management and workers. Frequent communication regarding the new strategies will contribute to the success of the organizational change. Conclusion In summary, it is evident that change is a very important process that enhances growth and boosts the performance of firms. Lack of managing changes effectively can cause chaos and result in poor performance of a firm. One of the models used to implement and manage change is Kotter’s Model, and it comprises of eight steps that an organization must follow. Another model is Lwewin’s change management model, and it comprises three main stages: unfreeze change and freeze stage. The effective implementation of these models can results in the growth of a firm. Resistance to change is a major problem facing many firms. In order to reduce this resistance, organizations should, form key deliverables for measuring outcome, employ various change agents, tie successful implementation to compensation, market new changes to various groups, and enhance communication. The recommendations stated above will go a long way I helping organizations to manage and implement change effectively. Overall, change is a vital process that should involve the hard work and dedication of both the employees and the management. References Armstrong, M. (2012) Armstrong's handbook of management and leadership: Developing effective people skills for better leadership and management. London: Kogan Page Browning, S. (2015) Four Steps To Effective Change Management For HR, TLNT. Available at https://www.eremedia.com/tlnt/four-steps-to-effective-change-management-for-hr/ ‘Accessed 4th February 2017] Daft, R. L., & Marcic, D. (2014) Understanding management, Mason, OH: South-Western Cengage Learning. Hord, S. M., & Roussin, J. L. (2013) Implementing change through learning: Concerns-based concepts, tools, and strategies for guiding change, Thousand Oaks, California: Corwin Kotter, J. P. (2012) Leading change, Boston: Harvard Business Review Press Kpessa, M. W. (2013) Resistance, continuity, and change: The politics of pension reforms in english-speaking sub -Saharan Africa’, (Order No. NR62529). Available from ABI/INFORM Collection McGuinness, T., & Morgan, R. E. (2005). ‘The effect of market and learning orientation on strategy dynamics: The contributing effect of organisational change capability’, European Journal of Marketing, 39(11), pp. 1306-1399 Osentoski, N. J. (2015) ‘Changing from the Inside Out: Leading Organizational Change as an Insider’, Journal of Positive Management, 6(3), PP. 41-66 Smith, K. (2015) Managing Operations: Your guide to getting it right, London: Profile Books. Waldersee, R., Griffiths, A., & Lai, J. (2013). ‘Predicting organizational change success: Matching organization type, change type and capabilities’, Journal of Applied Management and Entrepreneurship, 8(1), pp. 66-81. Read More