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Lewin's Change Management Model

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The post office was experiencing serious economic turmoil and overall poor performance and as a result, the change generators ventured into a process of change management. Change management according to Lewin's Change Management Model states “Change Management is a broad discipline that involves ensuring change is implemented smoothly and with lasting benefits, by considering its wider impact on the organization and people within it. Each change initiative you manage, or encounter will have its own unique set of objectives and activities, all of which must be coordinated.” This model is divided into three (03) phases unfreezing, changing, and freezing. In the case these phases were adapted as Generating change, Implementation and Adoption. …show more content…

The group is unable to identify how thorough the assessment was or if it considered all levels of the organization; as most of the results spoke to the financial aspect of the organization. While the financial position of an organization reflects the performance of the organization it does not indicate the problem but rather it is the result or effect of some underlying issue. Consequently, the first critique or problem identified with the framework for change management utilized by TTPOST is the needs assessment process. The information presented suggest that a solution was selected and applied before the root problem was identified and without first collecting the evidence about the gaps and causal …show more content…

Personal Mastery in a subject matter or situation can be described as an individual’s ability to determine what is important and work relentlessly to achieve same. The change generators displayed personal mastery and persisted despite the change in government to ensure that the change was initiated and achieved. Shared Vision Building can be described as the development of a picture and a vision of the future that everyone can agree to and are committed to achieving. This is shown in the case where it was stated that employees did not object to the proposal and that they agreed that the service was poor, felt ashamed of it and accepted the change was necessary. Senge describes a shared vision as follows: “People are not playing according to the rules of the game but feels responsible for the

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