The Lewin change management model involves three main steps; unfreeze, change, and refreeze. To allow changes in the process, systems, and behavior, the organization must first unfreeze. It is vital to understand the motivations for change and explain this to the staff and the organization. This is because people generally resist change. According to Borkowski, it is vital to develop a compelling message during this phase as a leader. This will provide a vision for the future by explaining the former ways of doing things cannot go on. Therefore, communication is essential in this first phase ( Kritsonis, 2005). During the second stage, which is change/movement, the organization has already accepted the change and is adopting the change plan. At this stage, the leaders and employees must take an active role in the change process. The last stage, known as refreeze, involves internalizing the staff's changes and adjusted if need be. As a result, it is essential to manage consistency. The staff refreezes as they work under new guidelines.
Like in Lewin's change management model, Kotter's 8-step model of organizational change requires the need to create urgency or motivation. This will help get the motivation required to get things going initially. Kotter's model provides an eight-step model of how to achieve change. These steps are; establishing a sense of urgency. Besides, both models require the employees and leaders to lead the change ( Aldemir, n.d) . However, Lewin's model and Kotter's model are different in that the latter states that to embrace change successfully, there is a need to create a vision that will help everyone in the organization to understand why you are asking them to do something. Whereas Kotter's model requires removing obstacles and creating short-term wins, Lewin’s change model does not. Removing obstacles can help remove the barriers. These barriers include structures getting in its way, and people resisting the change. From this analysis, I learned that to create change; one needs to create urgency for the change and create a powerful coalition. As a change agent, I would spot probable threats to the organization and create specific scenarios of what to expect in future. I would then evaluate opportunities for exploitation and then start dynamic discussions to get people thinking. After that, I would get a team of committed individuals and ask for an emotional commitment.
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Question 2
This model is powerful because it helps in identifying the key performance issues in an organization. According to this model, the people, organizational culture, structure, and work have to be congruent. Where there is a misfit problem result, this model brings out the processes that occur during a transformation ( Romanelli & Tushman, 1994) . I will use this model to analyze Toyota, where it explains how the different aspects of the company interact during the transformation period. From the perspective of the model, Toyota possesses important components that enhance performance by producing the required behavioral patterns ( Nadler & Tushman, 1989) . For instance, the environment is a key input of the company, and it includes all factors found outside the company. The larger environment in which the organization exists influences the operation of the firm. These environmental factors include social forces, competitors, and people, among others, that influence the firm's performance.
Besides, the tasks in Toyota are the firm’s competencies and can be defined based on the duties or position of an individual as well as functions of a department during a transformation process such as production departments and marketing. The company has been successful over the years, as reflected in its ability to generate the desired outcomes. The company satisfies its stakeholders and customers. In Toyota, inputs are transformed into outputs through its significant systems or components. Also, employees of the firm are skilled individuals with capabilities. The model has helped understand organizational dynamics because, through it, one can understand that an organization should be perceived as a set of systems like formal and informal systems, key individuals, strategies, and tasks that work together to produce an outcome.
References
Aldemir, E. Models and Tools of Change Management: Kotter’s 8 Steps Change Model.
Kritsonis, A. (2005). Comparison of change theories. International journal of scholarly academic intellectual diversity , 8 (1), 1-7.
Nadler, D. A., & Tushman, M. L. (1989). Organizational frame bending: Principles for managing reorientation. Academy of Management Perspectives , 3 (3), 194-204.
Romanelli, E., & Tushman, M. L. (1994). Organizational transformation as punctuated equilibrium: An empirical test. Academy of Management Journal , 37 (5), 1141-1166.
