Apply The Practices Of Research And Theory To Models ✓ Solved

Apply the practices of research and theory to models for

Upon completion of this unit, students should be able to: 5. Apply the practices of research and theory to models for organizational change. 5.1 Explain each step of the change model. 5.2 Compare and contrast each model of change. 5.3 Explain the impact of each model on implementing change and resistance to change.

Paper For Above Instructions

Organizational change is a critical aspect of management that requires a systematic approach to successfully implement new strategies, processes, or technologies. The following discussion encompasses various models of organizational change, elucidates each step within these models, compares and contrasts them, and delves into the impact these models have on the implementation of change and resistance encountered during these processes.

Understanding Organizational Change Models

Organizations often find themselves at a crossroads that necessitates change. Various models designed to facilitate organizational change provide frameworks to navigate this complexity. Prominent among these is Kurt Lewin’s Change Model, which outlines a three-step process: unfreezing, changing, and refreezing (Burnes, 2004).

Kurt Lewin’s Change Model

The first step, unfreezing, involves preparing the organization to accept that change is necessary. This often means assessing the current environment and identifying the forces that maintain the status quo. Next, in the changing phase, the actual transition takes place, where new processes or behaviors are introduced. Finally, refreezing establishes stability once the changes are made, ensuring that these changes are integrated into the organization’s culture (Lewin, 1951).

John Kotter’s 8-Step Change Model

Conversely, John Kotter’s model expands on the change process with eight distinct steps: creating urgency, forming a powerful coalition, creating a vision for change, communicating the vision, empowering action, creating quick wins, building on the change, and anchoring new approaches in the culture (Kotter, 1996). This model emphasizes the importance of leadership and communication throughout the change process.

Comparing and Contrasting the Models

While both Lewin’s and Kotter’s models stress the importance of preparation for change, Kotter’s model provides a more detailed roadmap with additional steps that emphasize urgency and communication. Lewin’s model is succinct and easy to comprehend, making it appealing for organizations looking for a straightforward framework. However, Kotter’s more extensive approach can provide a greater depth of understanding regarding the logistics and psychology involved in organizational change (Cheng, 2015).

Impact on Implementation of Change

The chosen model of change can significantly affect how organizations implement changes. For example, organizations applying Kotter’s model may find that by creating a sense of urgency, they can lessen resistance to change. Employees are more likely to feel engaged and motivated when they understand the reasons behind a change and see their leaders actively involved in the process (Hawkins & Fryling, 2017).

Addressing Resistance to Change

Resistance to change is a common challenge organizations face during transitions. Smollan (2011) highlights that resistance can stem from fear, misunderstanding, or disagreement with the changes being proposed. Models that provide comprehensive steps for addressing these issues, like Kotter’s, often lead to smoother transitions. On the other hand, Lewin’s model may address resistance by ensuring that employees are fully informed and engaged during the unfreezing phase (Grady et al., 2011).

Case Study: General Motors

To illustrate these concepts, the case of General Motors (GM) under CEO Mary Barra exemplifies how effective change models can be employed in practice. GM faced significant challenges associated with recalls and a tarnished reputation. By utilizing a change model that emphasized communication and accountability, GM was able to enact necessary reforms while gradually winning back the trust of consumers and stakeholders (Bloomberg Business, 2015).

Conclusion

In conclusion, understanding and applying the principles of various organizational change models is crucial for effective management. By analyzing the step-by-step processes outlined in models such as those by Lewin and Kotter, organizations can navigate the complexities of change while minimizing resistance. Ultimately, the impact these models have on implementation highlights the need for strong leadership, clear communication, and an engaged workforce.

References

• Bloomberg Business. (2015). Mary Barra’s first year as GM CEO: Recalls, record sales. Retrieved from [link]
• Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Re-appraisal. Journal of Management Studies, 41(6), 979-1002.
• Cheng, L. (2015). Enablers that positively impact implementation of organizational change. GSTF Business Review, 4(1), 5-10.
• Grady, V. M., Magda, B., & Grady, J. D. (2011). Organizational change, mental models and stability: Are they mutually exclusive or inextricably linked? Organization Development Journal, 29(3), 9-22.
• Hawkins, D., & Fryling, T. (2017). Redefining Transformation. People & Strategy, 40(2), 46-51.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Lewin, K. (1951). Field Theory in Social Science. New York: Harper & Row.
• Smollan, R. K. (2011). The multi-dimensional nature of resistance to change. Journal of Management and Organization, 17(6), 739-753.
• Szabla, D. B. (2006). A multidimensional view of resistance: Exploring cognitive, emotional, and intentional responses to planned organizational change across different perceived change strategies (Doctoral dissertation).
• Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: A model for successful change. Journal of Organizational Change Management, 28(2), 234.