Regardless of the size of business or type of industry, change is inevitable. While the world is quickly changing and becoming dynamic, organizations have numerous pressures to handle and adapt to the changes in order to survive. How change is managed in a firm significantly determines how and whether a business would be successful. Most importantly, it is largely dependent on how leaders communicate the changes to the people and how well it is understood.
Lewin’s Change Model
Using the analogy of shaping a block of ice, Kurt Lewin’s model of change management explains how leaders in an organization could manage change and its effects. The distinct changes enable leaders to plan and manage the transition. Therefore, people have to first understand why change is important and be motivated to realize the modifications at work. In this case, Lewin’s model recognizes an organization to be first prepared to accept changes in the unfreezing stage. Existing or traditional models of doing things could be broken and a new method developed ( Bartunek & Woodman, 2015). For instance, leaders could inform employees of the decline of sales or negative customer feedback as the reason for accepting or embracing newer methods of addressing the problems. The stage also allows for opposing views and ideologies to be challenged. As the most difficult stage of change, the crisis created is meant to evoke strong emotions and support for the new measure that is to be implemented.
Delegate your assignment to our experts and they will do the rest.
On the other hand, the change stage involves people looking for new things to do after creating uncertainties. Employees in an organization progressively become settled and proactively participate in the change efforts. At the same time, they also learn and understand how the change affects them positively. However, it is important to realize that despite the change is beneficial, not everyone will accept it. Therefore, time and communication are important in ensuring that changes take place effectively. Finally, the refreezing stage involves accepting the news of working methods ( Bartunek & Woodman, 2015) . The new sense of stability builds employee confidence and comfort in their working environment. Despite change being constant, the refreezing stage is critical to ensure that things get into full capacity.
The framework recognizes what needs to be changed, gathering support from senior management, and creating the need for change while managing any doubts and concerns that there may be. On the other hand, the change stage requires leaders to communicate often, dispel any rumors, empower action, and get involved in the process of implementation ( Bartunek & Woodman, 2015) . Finally, business managers should incorporate change into the culture, develop ways of enhancing and sustaining the change, while providing support and training to employees.
Specific Actions in the Application of the Model
Even though different organizations may have different structures, Lewin’s change model is effective in realizing the modifications are achieved in attaining the objectives of the business. In this case, leaders could survey the organization in order to understand the state of the business and why change is important ( Belschak, Den Hartg & Kalshoven, 2015) . Through stakeholder management, key people would be identified to amass support. The issue is to be framed as having a significant importance ( Al-Haddad & Kotnour, 2015). Leaders would then have to create compelling messages of why the change has to take place. The vision and strategy have to be used as the supporting evidence and aligned with the change requirements. Nonetheless, leaders need to be open to the ideas and complaints of employees.
The second stage requires leaders to frequently communicate with the employees while emphasizing on the benefits of the change models. After all, everyone has to be prepared for what would come. Additionally, questions are to be openly asked and answered while dealing directly with the problems. More opportunities for employees should also be provided and constant supervision provided on a frequent basis ( Belschak, Den Hartg & Kalshoven, 2015) . Short-term achievable wins could also be generated to motivate the change process while negotiations with external stakeholders are done.
Most importantly, leaders and enforcers of change should identify what supports and bars the change. A reward and feedback systems would be created to support the process ( Al-Haddad & Kotnour, 2015) . Everyone should also be informed and supported when realizing the process in its incorporation into the organizational culture in the refreezing stage.
Overcoming Change Resistance
Overcoming any resistance to change is part of the corporate function instead of being a constant battle at work. Leaders should inspire a positive cultural shift regardless of the working environment and the existing corporate culture. Therefore, leaders need to structure the team to maximize its potential by properly allocating respective roles and responsibilities to each team member. However, individual and team efforts need to be aligned with the overall objectives of the change initiative ( Hon, Bloom & Crant, 2014). At the same time, leaders should set challenging and engaging targets that should be in line with the values and beliefs of both the employees and the business.
They should also be able to solve conflicts in an effective manner in a bid to break down any conflicts that may interfere with the achievement of the change management program. Good team efforts may easily involve misunderstandings and miscommunications thereby slowing down the change process. Leaders should also lead by showing passion and persuasion while focusing on opportunities and assert authority ( Hon, Bloom & Crant, 2014) . Also, they should empower innovation while boosting creativity and remaining positive and supportive with the employees. After all, they are the most significant people in realizing a project meet its goals.
Change Management Behaviors
Effective leadership is necessary for any change to be accepted and properly implemented. On the other hand, some leadership behaviors could significantly contribute to failure. Successful leaders are able to communicate and understand why and what change should be accommodated in the business process. They also encourage collaboration while refusing to accept unhealthy competition ( Abrell-Vogel & Rowold, 2014). Engaging employees in the early stages of the change process is critical. Successful leaders align their behaviors and beliefs and step out of their comfort zone in order to be committed to their work.
Effective change leadership is important in order to initiate the alignment of common goals and visions. Having common goals and communicating the same to the involved people rallies support and commitment. However, business leaders need to be strategic in their plans, timelines, priorities, and tasks. Most importantly decision making should involve the employees and gather any ideas and creativity from them. Big projects should also be broken down into smaller ones in order to build momentum and make it easier to measure projects ( Abrell-Vogel & Rowold, 2014) . Additionally, it is important for leaders to learn from past projects and others without assuming that they know everything. Input from other professionals is critical in enhancing effectiveness and bringing a sense of ownership to those whom the change would be impacted on .
References
Bartunek, J. M., & Woodman, R. W. (2015). Beyond Lewin: Toward a temporal approximation of organization development and change.
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management , 28 (2), 234-262.
Hon, A. H., Bloom, M., & Crant, J. M. (2014). Overcoming resistance to change and enhancing creative performance. Journal of Management , 40 (3), 919-941.
Abrell-Vogel, C., & Rowold, J. (2014). Leaders’ commitment to change and their effectiveness in change–a multilevel investigation. Journal of organizational change management , 27 (6), 900-921.
Belschak, F. D., Den Hartog, D. N., & Kalshoven, K. (2015). Leading Machiavellians: How to translate Machiavellians’ selfishness into pro-organizational behavior. Journal of Management , 41 (7), 1934-1956.
