The Various Theories and Models of Change - Coursework Example

Models and Theories of Change Review Tevin Tipps University of Phoenix Online LDR/515 Dr. Ken Romano March 5, 2007 Models and Theories of Change Review Introduction According to Weiss (1972), theories of change are the contributory courses of actions during which change comes about as an outcome of a program's strategies and action (Weiss, 1972). Theory of change relates to how practitioners believe organizational systemic change occurs and how their actions will generate the desired outcomes (Shapiro, 2005). Major organizational change may result from implementation of new intervention. These interventions may transform the constituents of an organization, however, few attempts have been made to be familiar with and compare and contrast the array of theories of change that shape these interventions. This paper will articulate and review theories of change. The Various Theories/Models of Change A. Field Analysis Model According to Chapman (2006), Kurt Lewin’s “force field analysis model stresses attaining organizational effectiveness to comprehend change in the organization. Force field analysis suggests that an organization is characteristically in a condition of equilibrium. Two powers keep organizational steadiness. They are the driving forces and restraining forces. Chapman (2006) clarifies that driving forces are the constituents of the organization which sustain a preferred organizational change. These driving forces are the stimulus, authority, control or force behind the organizational change. Keeping the organization a state of balance and stability are the restraining forces. When these forces are equivalent, the organization will stay still. Change occurs whenever one of the two forces becomes more powerful than the other. That is the time when there will no balance or symmetry. Whenever change happen in an organization, that organization reverts to a most recent state of equilibrium that reflects the favored change. Kurt Lewin’s force field analysis model “forecasts that an intervention which reinforces the driving forces or deteriorates the restraining forces will result in the preferred change. Intervention tactics vary from one author to another author. However, these strategies have similar components. The fundamental components of a formula-based organizational change tactic are deciding the need to change, development of a vision, accord developing, detect obstacles to execution, walk the talk, generating a general change tactic and execution and assessment”. B. Roseabeth Kanter Theory In the Roseabeth Kanter Theory, a person included in the organization somehow feels that he or she has no power to change the organization. The personnel at the bottom of the organizational structure do not perceive the personnel at the upper portion of the organization as being powerless. The people at the upper ladder of the organization know about power. However, these people do not experience the power to considerably affect the organization. In the Roseabeth Kanter Theory, the constituents of the organization, irregardless of their position or rank in the organization, at least to some degree feels that they have no power to change the organization. However, the constituents at the bottom part of the organization do not perceive the constituents at the top portion as being powerless. These people at the top, however, are conscious of the things associated with power, however, they do not feel their authority and control to sufficiently induce the organization. The people in the middle portion of the organization share the view of authority and control from the top and the bottom. This Roseabeth Kanter Theory somehow reflects the reality in an organization. C. Lewin/Schein's Change Theory: Unfreezing-Change-Freezing Approach to Change A three-stage model that is originally theorized by Kurt Lewin, then later stretched by Edgar Schein is the Lewin/Schein's Change Theory. The first stage is turning into motivated to change or unfreezing founded by previous observational learning and cultural effects. This unfreezing procedure has three sub-procedures that link to a willingness and drive to change. The first sub-process is disconfirmation where current states result to discontentment, for example, failure to meet individual objectives. The second sub-process occurs when fast convictions, currently being observed as unacceptable, generate survival anxiety. But, this may not be enough to trigger change if learning apprehension exists. The third sub-process is that learning apprehension activates suspiciousness and refusal to accept due to the hurt of having to unlearn what had been in the past established. Three stages happen in reaction to learning apprehension. These are rejection; scapegoating and passing the blame, and manipulation and haggling. It is important to act past the probable worries for change to advance. This can be implemented by either having the endurance worry be larger than the learning worry or learning anxiety could be decreased. The second stage is to alter what has to be altered or unfrozen and advancing to a new condition. There are probable influences from dealing out new data which are words has new meaning, ideas are translated within a wider framework, and there is a modification in the level used in assessing new input. Lastly, the third stage is making the change enduring or refreezing. This refreezing is the ultimate level where new action becomes habitual, which comprises developing a new self-concept and individuality and founding new interpersonal affiliations. D. Theory of Structuration According to the books written by Anthony Giddens (1979; 1982), human organization and social organization are two ways of considering social action. The author further expounds that there are two structures so much so that one part comprises positioned performers who embark on social accomplishment and interface and their well-informed actions several circumstances. At the same time, it is also the policies, resources as well as social associations that are generated and regenerated in social interaction (Giddens, 1984). According to Flynn and Zahid (2001), structuration studies the ways in which social systems are produced and reproduced in social interaction. Giddens (1984) defines structuration as "the structuring of public connections across time and space" (Constitution, p. 376). E. John P. Kotter's' “Steps to Successful Change Model” Based on the book written by Kotter (2002) there are eight stages that recognizes a key principle linking to response and approach to change. Kotter's eight step change model are increase necessity, build the guiding team, set the vision correctly, communicate for “buy-in”, empower action, create short-term wins, do not let up and make change stick. To understand and manage change, increase urgency. Build the guiding team. Hire committed people with the right mix of skills and levels. Get the vision right. Get the team to establish a simple vision and strategy. Do not give up and continuously improve for the betterment of the organization. Communicate and encourage as many members of the organization as possible to take an active part at the change. Communicate the essentials, simply. Deal with what the people in the organization need. De-clutter communications. Make technology work for one rather than against one. Empower action. Deal and eliminate hindrances. Motivate clients or employees or other stakeholders’ feedback and encourage support from the management. Provide appropriate recognition and incentives for notable growth and success. Create short-term wins. Set objectives that are doable and achievable - in bite-size chunks. Make available enough and logical initiatives. Complete present and urgent stages before initiating new stages. Do not let up. Welcome and encourage ongoing change. Encourage regular reporting on the developments of the change. Give emphasis to success and breakthroughs. Make change stick. Reinforce the value of successful change via recruitment, promotion, and new change leaders. Weave change into culture. Human Implications of Major Organizational Change That Result from the Implementation of New Technology According to Fullan and Miles (1992), there are some relevant human effects for major changes in the organization. When change is imminent, study the change thoroughly and its would-be impacts on human resources. Doing the employees’ best depends on his personality. Possess the right mindset. The organization has to have the proper line of thinking. Change such as new structures, policies, and others, all create new systems and environments. When change is 'enforced', as they see it, by the organization, they can become emotional. So can the managers who try to manage the change (Fullan & Miles, 1992, 752). Human Implications of the Innovative Technological Changes Proposed in the 18-Week Project The implications of the 18-week project on technology change are determined in terms of the impact of the technological changes in the manpower resources of the company. For change to be effective, one has to find new ways of interacting as human beings in organizational settings. Any innovation, such as performance assessment can serve as a starting point. Performance assessment can be innovative by generating an improved performance appraisal system that will gauge and determine the potential of the manpower resources of the company especially the constituents of the company who are connected to the operational and general performance of the organization. In tandem with that complexity are two givens: change is a constant and wishful thinking and legislation have a poor track record for social betterment. Understanding the factors that influence the success and failure of change opens the door to a fresh approach and is the best defense and the best offense for improving organizations. The human implications can be given focus through the Structuration Theory. This human implications of the technological changes proposed in the 18-week project is found to be important for the success of this project to maintain legitimation and domination structures which reflect a close and synergistic relationship between top management and project management. Likewise, Information Technology (IT) acts to shape attitudes and structures, will, in turn, shape behavior in different ways. Prediction of consequences in this view is of limited value. The more essential thing is obtaining an understanding of the humanistic process. How information technology is created, used and becomes institutionalized within the organization. Information technology is the product of human action as well as a medium for human action. The usage of information technology in this organization means to apply to the use of computers, both hardware and software, deployed within the organization to mediate work tasks. The computers that will be used in this organization should have general-purpose in order to be capable of modification through systems design and programming. With regards to job reorganization and task analysis due to IT growth, first see the modern principles which underpin successful change. There are a number of critical success factors for organizational change from the perspective of managing people. Key elements for success are long-term planning, Set up meetings, round-table, discussion and other workshops and put up communicating techniques, empowered/highly capable people, elimination of over-autocratic management people, highly capable people, optimized Information and Communications Technology (ICT) systems, planning sessions as a vehicle to review priorities, vision, objectives, plans, methodology and assignments and responsibilities. Plan long-term broadly. Set up meetings, round-table, discussion and other workshops and put up communicating techniques to facilitate fast assessment and come up with sets of decisions. Remove from tactical change from (or circumvent) any ultra-cautious, ultra-autocratic or compulsively-interfering executives. But above all these, it is utmost important to take full advantage of ICT systems to enable effective information management and key activity team-working. In general, the implications of this new technology to the people in this organization can be properly manage through user acceptance of the information systems, avoidance of resistance by users and paying attention to underlying theory about organizations. Conclusion After thorough review of the theories of change, it was found that more than the articulating of theories of change, it is important to determine the quality of these theories by comparing them with current studies and what is happening in reality. A comprehensive review of logic and assumptions is important for the organization to come up with the appropriate programs and strategies. The review process of theories of change is not limited to mapping the theories of change. Experimentation with new approaches can be encouraged to integrate theory, practice and change. Summary Review of change models/theories of change such as Field Analysis Model, Roseabeth Kanter Theory, Lewin/Schein's Change Theory: Unfreezing-Change-Freezing Approach to Change, Theory of Structuration and the John P. Kotter's' “Steps to Successful Change Model” provides a useful framework for differentiating program approaches suitable for the organization. Likewise, promoting the appropriate selection and support of diverse interventions can be guided by mapping the theories of change. In fact, these theories of change assisted in specifying goals of the change to be implemented, in this case the introduction of innovative technological changes. In addition, theories of change help outline intended effects that directly relate to participants in the intervention. and intended effects beyond the context of the intervention, most specifically in terms of the human implications of the innovative technological changes to be implemented in the organization. References Flynn, Donal and Hussain, Zahid. Using Structuration Theory to Explain Information Systems Development and Use in a Public Health Organization. Global Co-Operation in the New Millennium: The 9th European Conference on Information Systems, Bled, Slovenia, June 27-29, 2001. Giddens, Anthony. 1979. Central Problems in Social Theory: Action, Structure and Contradiction in Social Analysis. California: University of California Press. Giddens, Anthony. 1982. Profiles and Critiques in Social Theory. California: University of California Press. Giddens, Anthony. 1984. The Constitution of Society: Outline of the Theory of Structure. California: University of California Press. Kotter, John (2002). John P Kotter's 'eight steps to successful change'. Retrieved March 4, 2007, from http://businessballs.com/changemanagement.htm. Schein, E. H. (1995). Kurt Lewin’s change theory in the field and in the classroom: Notes toward a model of managed learning. http://www.sol-ne.org/res/wp/10006.html .Retrieve March 20, 2002. Also http://www.a2zpsychology.com/articles/kurt_lewin's_change_theory.htm. Retrieve September 9, 2004. Weiss, C. H. (1972). Evaluation research. Englewood Cliffs: Prentice Hall. Read More