Organizational change: Lewin’s three step model

Organizational Change and the Need for Effective Change Models

Because of the shifting dynamics of doing business and the fluid nature of the business environment, organizational change is frequently an intrinsic part of any corporation. A business that intends to reduce a specific number of employees, install a technological system that may alter the firm's operations, or relocate its physical locations requires an efficient change model to ensure that the change being implemented achieves the desired outcome desired by the organization's owners. As a result, a change goal must be defined based on the problem that a company seeks to solve and the transformation that the major stakeholders require. This paper discusses the nine change management models and proposes the effective change management model that can be applied in the context of an organization shifting its physical premises and laying off some of their staff.

Lewin's Three Step Model

The first change management model is the Lewin's three step model. The model has three mains steps, that is, unfreeze, change, and the refreeze stages. The refreeze stages prepare the employees for the change set to be undertaken; the change phase involves the execution of the needed change while the referees ensure that the modification is part of the daily routine of the organization.

Bullock and Batten Planned Change Model

Second, the Bullock and Batten planned change model, the process of change within an organization is realized through four stages, that is, exploration, planning taking action and integration of perceived changes with other operational areas of the business.

Kotter's Eight Step Process of Change

According to the Kotter's eight step process of change is an action that is inspired by the management of an organization with the employees having the need to align to the changes that have been proposed by the administration of the organization.

Beckhard and Harris Change Management Model

The Beckhard and Harris change management model that is employed by many organizations seeks to affirm why change may be necessary within an organization and further project the costs that such changes may have on any given business including the projections on how the change process may be of benefit to the firm operations.

Nadler-Tushman Congruence Model

According to the Nadler-Tushman Congruence model, as used in change management, change needs to be monitored by the administration of an organization with the intention of determining how organizational structure, corporate culture and the employees' influence and are affected by the change processes being inculcated by an organization.

William Bridges, Managing the Transition

William Bridges, managing the transition is also a change model that asserts that change is a psychological process that requires the involvement of all the perceived stakeholders to realize its significant benefits to the stakeholders. Such compliments the argument in the Carnall, change management model that affirms change to be an intricate process that involves both internal and external pressures and should be geared towards the achievement of organizational learning and change.

Senge Systemic Model of Change

According to Senge systemic model of change, change is centered on the customer value with the key roles of change management being innovation, growing reputation and reduction of risks and cost of doing business.

Stacey and Shaw Responsive Process: Political, Flux and Transformation Model

Finally, according to Stacey and Shaw responsive process: political, flux and transformation model, change is a natural process that results from tension and communication with the management entangled in the change and having the ability to influence such change.

The Most Appropriate Model for a Large Company Shifting Locations

The most appropriate model to apply to a large location with 2500 employees and intending to move its location from New Jersey to Arizona within the next twelve months is the William Bridges, Managing the transition model. The circumstance that has been presented in the case plays a crucial role in the decision of the model. What is set to be taking place within the next twelve months in the organization is a transition and not change. The employees need to have an understanding of the adjustments that they have to make, such as moving locations, retiring from work or resigning or continuing with serving the organization. According to the model, the three stages of change that are laid throughout the transition process include ending, losing and letting go, the neutral zone and the new beginning (Bridges, 2009). Therefore, the management has the crucial role of managing the emotions of the employees that may arise in the course of the transformation. During the ending, losing and letting go stage, the observed change of location and set of employees likely to leave the organization is presented to the employees, the employees may react with a sense of feeling, anger, fear and denial of what may take place. Such may lead to further resistance or very low morale. As such, the management needs to guide the employees about the changes that are likely to place and offer direction hat is to be undertaken by the company during the transition process (Bridges & Bridges, 2016). Finally, the management needs to ensure that they sustain the change that takes place within their organizations by understanding the adoption and challenges that the remaining employees may have regarding the change process.

References

Bridges, W. (2009). Managing transitions: Making the most of change. London: Nicholas Brealey.

Bridges, W., & Bridges, S. M. (2016). Managing transitions: Making the most of change. Boston, MA.