Analysis Of Kurt Lewin's Model Of Change

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

No matter how easy is may seem on the surface, the unfreezing, moving and refreezing stages of Lewin’s 3-Step model must be taken (Lewin, 1946). These stages are difficult and persistence by the organization in sticking to its objectives for growth and improvement must remain a top priority. In reality no matter how many positives a new idea is there will always be resistance when it is introduced. Change management is therefore central to the process of making the transition from the old system to the new and change management practices should be employed throughout the transition (ITIL,

This management plan is based on Frontier Communications, and how Human Resource policies and procedures that are currently in place need to be changed. This plan will introduce areas of change that need to be implemented right away. Moreover, by using the eight stages of Kotters Process of Creating Changes can better help me to implement such changes. In doing so implementation of change and imitative of these procedures to expand the quality of service the company wants to achieve, by recommendations to upper management.

Consolidating gains and producing more change—Kotter (1996) stated that many change programs failed because the victory was declared too early. Companies should build trust to employees and customers through the success of short-term objectives and continue to work hard until the end of the strategy. In May 2011, BA

Lippitt’s Phases of Change Theory Lippitt, Watson, and Westley (1958) extend Lewin’s Three-Step Change Theory. Lippitt, Watson, and Westley created a seven-step theory that focuses more on the role and responsibility of the change agent than on the evolution of the change itself. Information is continuously exchanged throughout the process. The seven steps are:

Kurt Lewis developed this theory. It consists of three significant concepts to enforce change. The three concepts are made up of three stages which are unfreeze, change, and freeze stage. The first stage, which is the unfreeze stage is a method of making it possible for people to let go of an old pattern to adapt to a new one. The second stage; change stage is when people are adapting to the change, and this is when new behaviors and attitudes are developed. The change is being implemented at this stage. The final stage, which is the freeze change is when people adapt to this change as a new habit so that it becomes the new norm. If this final change did not take place, it could be easy for the healthcare staff to go back to old

Now, it is time to pass along that enthusiasm to other members. The idea is for others to become motivated and excited about the possibilities of change as well. The authors were able to clearly express this by encouraging others to become involved in the changes that were going to impact everyone on

In the 3-step model for successful organizational change, Kurt Lewin argues that successful change in organizations follows 3 steps:

The second step in the change theory is the transition stage. Once people are unfrozen, the problem now shifts to how to keep them going. This is now the actual change process a stage that is characterized by confusion as people try to change from the old to new ways. This stage is further characterized by fear because people tend to be unsure and is the hardest step in the whole process (Schein, 1995). During transition, new behaviors are developed, values and attitudes. It is achieved through development techniques and change in existing organizational structures. People undergoing this stage need to be given ample time to adapt to new ways. Of uttermost importance during this stage is support. Support is offered in terms of coaching and training as well as acceptance that mistakes will be part of the transition process (Smith, 2001).

Vincent Nayar, in my opinion, followed the models presented by Lewin and Kotter quite closely. The process to ensure the changes needed for success were understood by Nayar to be difficult and lengthy. Based on the information gathered from the case study many of the steps necessary to complete the changes can be seen in the both of these change model examples.

Over 60 years have passed since Kurt Lewin introduced his Unfreezing-Changing-Refreezing Model. His model is often considered invalid due to the specific beginning, middle, and end of his model. Today, change is continuous and fluid which critics have argued is not recognized by Lewin’s model. However, the following paragraphs will examine how Lewin’s Model is still applicable in today’s change management world.

The traditional change model consists of three steps: unfreezing, that is, recognizing the need for change because of some event or threat, the actual change actions and refreezing, that is, incorporating new ways of operating, and thinking into the everyday operations of the organization. Apply this model to the situation at the Coca-Cola Company at the point when the lawsuit was served in 1999.

From the issues raised in the section above, it can be seen that change is complex and there is not a single solution. However, a number of key areas of focus emerge.

Communication – Talk about the change vision, if people have anxieties then address these openly and honestly. Tie in the vision to all areas of the business from training to performance reviews

5. How might Plattner have used Lewin’s and Kotter’s models of change to increase the probability of achieving positive organizational change? Provide specific recommendations.