Change is a vital aspect of the growth and development of an organization. Organizational changes have been escalated by several factors, such as the rapid evolution of technology and globalization. To operate seamlessly in the already competitive market, there is need for organizations to embrace changes. Notably, a company's transition from the current state to another requires several phases of growth, such as management focus and organizational structure. To circumvent the tedious process of corporate change management, some strategies are employed. This paper aims to compare the main organizational change theories such as Kotter's and Lewin's theories and the methods and techniques of organizational change management.
Similarities between Lewin's and Kotter's Change Management Theories
There are several similarities between Lewin's and Kotter's theories of organizational change. One of Lewin's and Kotter's change models' notable analogies is their goals to overcome change-related challenges ( Brian, 2019, p.152 ). In the event of a change, an organization undergoes many obstacles. For instance, people fail to recognize the advantages of change, then the transition of a company will fail. Consequently, both Lewin's and Kotter's theories of organizational changes ensure that the people embrace and implement the introduced changes. If people are not ready to embrace change, both Lewin's and Kotter's theories work towards helping people accept the change.
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According to Kurt Lewin's theory of organizational change, stage one of embracing change is to unfreeze. Lewin's model states that people must analyze an organization's current state to determine whether the change is needed or not ( Brian, 2019, p.152 ). If there is any improvement needed, the workers proceed to the next step, which is change. Employees are given how an organization is presumed to transits from the current state to a better one. It is crucial to note that any organizational change considers three models commonly referred to as 3m. The three models are institutionalization, market responsiveness, and market responsiveness. The third phase of Lewin's theory is freeze, whereby the change phase is spread out to offer maximum training.
Furthermore, John Kotter's theory focuses on three principles which are urgency, coalition, and vision, in bringing organizational change. Kotter's approach further divides the principles into eight stages (Bourne, 2015, p. 149). The first change is the creation of a sense of urgency among the people. After the agreement on the need to improve an organization, Kotter brings in the neediness of fast implementation of those changes. Secondly, a change team is built to aid in the performance of suggested changes. Formation and communication of a strategic vision is another vital phase of achieving changes within a premise. Removal of change barriers, paying close attention to short-term wins, and maintaining the momentum are some of the last changes in achieving institutional changes.
Notably, there are some situations under which Kotler's and Lewin's theory can be effectively employed. Kotler's theory of organizational change management can fit well in the more prominent companies since there is a lower risk of workers alienation than smaller institutions (Bourne, 2015, p. 149). However, Lewin's change management model is most suitable for a robust support system, especially for seniors. Also, when massive changes are needed within a premises, Lewin's theory is the best.
Differences between Lewin's and Kotter Change Management Theories
Kotter's and Lewin's theories contrast in various ways. One of the differences between Kotter's and Lewin's Theory is their structure. Lewin's model is considered simple since it consists of only three steps of a successful change (Connor et al., 2016, p. 24). To demonstrate how changed is achieved, Kotter uses three steps: unfreeze, change, and freeze. This three-phase model aims to present a clear representation of a change in a more understandable way. The unfreeze step usually involves reverting to the current company situation and accessing the areas that need improvement. Afterward, change is made, and the organization transits from the current phase to a new one. In the event of failure of change, premises can go back to their previous state through freezing.
On the other hand, Kotter's model is more complex since it involves eight phases of change. According to Kotter, the urgency for change must be created (Connor et al., 2016, p. 24). The urgency is to help the members of an institution how crucial the change is. Secondly, a team for implementing change is formed, and with the formation and communication, a clear vision is made. Elimination of obstacles that hinder change follows, and afterward, there is a review of short-term goals. The final stage is the momentum maintenance and implementation of actual change.
Advantages of Lewin's and Kotter's Theories
It is imperative to underscore that change management theories have several pros. One of Lewin's advantages is that it is easy to understand and implement (Connor et al., 2016, p.54). Unlike other models with complex implementation stages, Lewin's theory has only three models that are unfreeze, change, and freeze. Furthermore, Kotter's approach to change management is said to be the easiest step by step theory. Kotter's theory gives a clear roadmap of how the change process should be conducted.
Disadvantages of Lewin's and Kotter's Theories
On the other hand, both Lewin and Kotter have some cons. One of Lewin's model's most notable disadvantages is the inability to skip any of the three stages (Meyer, Cross & Byrne, 2016, p.240). Since change is a process, a specific procedure has to be followed to achieve results. Kotter's model can result in bitterness among employees, especially if they don't embrace the proposed change. Additionally, several outcomes are resulting from implementing Kotter's and Lewin's theories. The most significant result is the creation of effective communication among people within an organization.
Methods and Techniques of Organizational Management
Moreover, to have a seamless organizational change, some valuable strategies and techniques are to be followed. One approach is having a clear change plan (Meyer, Cross & Byrne, 2016, p.240). The change plans should be aligned the other factors such as business goals. Training workers on how to tackle organizational change is a different vital technique. An organization should provide adequate and consistent training to employees to ensure the success of a change plan. Communication is needed in the implementation of organizational change plans. Lastly, there is the measuring and assessment of the suggested changes within an organization. The continuous evaluation of the change plan enables the premises leaders to determine the change plan's effectiveness.
Additionally, many methods can be effectively implemented to make an organizational change. One way is transformational leadership, whereby a corporate manager coins the firm's visions and missions ( Pollack & Pollack, 2015, p.64 ) . Organizational leaders are said to be charismatic hence stimulates workers to work towards achieving their goals. There are some essential elements of transformational leadership, including stimulation of learning, creating a vision, and effective communication. Secondly, participation is another method of organizational change.
Conclusion
The transition of an organization from the current state to another is a crucial aspect of an organization's growth. To better understand the concept of organizational change management, it is essential to compare and contrast two theories: Kotter's and Lewin's. In the similarities, both Lewin's and Kotter's ideas have the same goal of dealing with change-related challenges such as events where workers fail to embrace changes. Also, both Lewin's and Kotter's theories differ in several ways. One of their contrast is the structure. Otter's model has a more complex system that includes eight principles: creating an urgency, forming a change team, creating and communicating a vision, eliminating obstacles, creating short-term goals, and changing the culture. Additionally, organizational change includes some techniques such as adopting clear plans and methods such as leading by participation.
References
Brian, J, 2019 Comparison of Change Management Models: Similarities, Differences, and Which Is Most Effective? New York . Springer International Publishing
Bourne, B, 2015. Phenomenological Study of Generational Response to Organizational Change. Journal of Managerial Issues, 27 (1/4), p.141-159. Retrieved from www.jstor.org/stable/44113688
Connor, K., Sims, C., Laureijs, R., Hastings, J., Van Abel, K., Williams, K., & Schwille, M. 2016. Eight Guidelines for Managing Change: Insight from Expert Literature and Case Studies. In Sustaining Service Members and Their Families: Exploring Opportunities for Efficiency and Joint Provision of Services Using Nonappropriated Funds Vol 24, (1) pp. 13-28. Retrieved from www.jstor.org/stable/10.7249/j.ctt1d41d59.10
Meyer, M., Cross, J., & Byrne, Z. 2016. Frame Decoupling for Organizational Change: Building Support across Divergent Stakeholders. Organization & Environment, Vol 29 (2) pp. 231-251. Retrieved from doi: 10.2307/26164765
Pollack, J., & Pollack, R. 2015. Using Kotter's Eight Stage Process to Manage an Organisational Change Program: Presentation and Practice. vol 28 (2). pp. 51–66 Retrieved from doi.org/10.1007/s11213-014-
