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Kurt Lewing's Model Of Change Case Study

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Introduction In 1987, John Birt took over responsibilities of the British Broadcasting Corporation as the Deputy Director- General. The BBC having a reputation for honest reporting and programmer of exceptional Quality, was well known for its stability over the time. Despite how reputed BBC was, there were some critical challenges which took place during his era which required rapid changes in Culture in order to make the organization endure & to be resourceful in the broadcasting industry. This was mainly due to their negligence of being dynamic and industrious, not taking Strategic measures to adapt with the ever evolving Environment. The BBC was so conceited with its financial stability that it failed to see the consequences they would face when the …show more content…

This theory was originally presented in 1947 by Kurt Lewin. Unfreezing, Change, Freezing. Unfreezing: This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up a new way of operating. Key to this is developing a compelling message showing why the existing way of doing things cannot continue, reason for change (Driving Forces) has been covered under the FFA Model. • Change Objective • Clear Communication of the need for change to all Staff • Addressing employee concerns in terms of change Freezing After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction. In order to accept the change and making the change successful, The Staff of BBC need to understand how the changes will benefit them, so that they would embrace the new direction and participate proactively in the

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The BBC, otherwise known as the Home Service during the war years, was a monopoly at the time and therefore had tremendous influence in domineering programs such as The Four Feathers, By wielding such authority over popular radio programs, they could inject said shows with imperial themes with the intent of reinforcing a sense of common origin and heritage for which its people could fight to preserve. The image of the empire portrayed by the BBC created a sense of comfort and power among many residing in Britain. By comparing their superiority to other countries during a time of instability and in the face of destruction, the BBC subliminally created a false sense of safety in some minds of the

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Since the Canadian Broadcasting Corporation (CBC) is such an important factor in uniting Canadians and showing Canadian culture, it must therefore be preserves. Increased funding will provide the CBC with abilities to increase the programming it provides and expand it operations to more digital platforms. Additionally changes to its policy will allow the CBC to create programming that will reflect the changing aspects of Canada’s multicultural society. On more digital platforms the CBC can access a broader audience. The goal of these changes is to preserve the CBC’s role as Canada’s national broadcaster

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If change is made all staff should agree with it as it’s in the best interest of the

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Income inequality The article “Confronting Inequality,” written by Paul Krugman, a professor at Princeton University, emphasizes that the middle class suffers from social inequality and economic inequality. Krugman suggests building a stronger safety net so the gap between the poor and rich can be limited to by raising of the taxes. Krugman uses this claim to highlight the fact that the middle class needs to be stronger and the only way to achieve that is to have a strong safety net. Krugman says the rich use loopholes in the tax system to cheat their way out of high taxes, and the poor pay a relatively high tax compared to what they should be paying.

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Television has appeared to be fulfilling its early promise.” (Source A) Now many people would say that it has made an astounding change with the lifestyle of

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An Improvisational Model for Managing Change: The Orlikowski and Hofman's alternative model recognizes three types of change. Anticipated changes occur as intended. Emergent changes arise during the process. And opportunity-based changes are introduced during the process in response to an opportunity, event, or breakdown.

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Broadcast Journalism The Office of Communications (Ofcom) controls the statutory regulation of commercial television and radio stations in the UK. It is the regulating body which deals with who owns these organisations, how the programmes are transmitted and also programme content (including journalism). Ofcom’s powers include fining media organisations for breaching regulations and closing down illegal ‘pirate’ broadcasters (and even commercial broadcasters).

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Why is it important to incorporate a theory or model related to change when implementing practice changes? Incorporating a theory related to change helps with the implementation process and ensure the succession of change to flourish. When using theories it framework is to guide the process of translating the research into practice, it explains what influences need to be implement and assists with evaluating the change (Nilsen, 2015, pp.11). Models are used to serve similar reasons when incorporating and implementation change.

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Unlike Lippitt’s change theory, Lewin emphasised on teams or work groups to bring about change. The reason being people in an organisation work in groups, and that individual behaviour will have to be conformed to the groups’ norms and fundamental practices (Burnes, 2009). “Unfreezing” is the stage to destabilize the current equilibrium so as to initiate change. According to Kurt Lewin’s Force Field Analysis (Lewin 1951), behaviour is a force in equilibrium and change will only occur when there is a disequilibrium in the force. The most important step for this stage is to identify the change focus, which in this case is the implementation of eIMR in the ED.

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Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.

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As mentioned earlier, communication and information provision help reduce employee’s resistance to change and hence create an organizational culture that values change. According to Gill (2002), communication is the ‘blood’ of organizations and ‘oxygen’ of change implementation. Poor communication between leaders and the individual staff, on the other hand, could impede change programs (Huczynski and Buchanan, 2001, cited in Burnes, 2003). Frahm and Brown (2005) identify three communication channels, namely strategic information provision by top management, operational information provision by direct supervisors and conversations between peers (cited in Peus et al., 2009). During strategic information provision, top executives explain why changes are necessary and define their expectations from these changes projects, whereas during operational information provision, direct supervisors clarify roles and responsibilities during change processes and new requirements, if any, after the change and answer questions.

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Hence, the quality of communication is a critical aspect of successful change (Hayes, 2007). One form of effective communication strategy that PAT should adopt is “Underscore and Explore” which involves two-ways communication. This strategy allows managers to focus on the core issues related to the change. Employees are also given the opportunity to raise their concerns and feedbacks (Campitt, Dekoch and Cashman, 2000). Feedbacks in the form of surveys can be collected from the employees to improve in the change processes (Ford and Ford, 2010; Young and Post,

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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.

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The program can proceed if all agents pivotal to the success of the change are engaged and a clear and concise vision for the future has been developed. Once the change model is in place, it is time to define the structure of change. Senior leaders should provide a clear path for communications and responsibility at each level. At this point I have realised that Change management is not an alternative to project management.

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Cultural change is one of a leader 's greatest challenges. And yet if efforts aren 't made to positively and proactively create the culture the organization desires and needs; a culture that will help ensure its success; the culture will change nonetheless and it may not change in the manner desired. An organization 's culture is made up of it mission, vision, goals, roles, work processes and structure, values, communication practices, behaviors and attitudes. These items work in an interlocked fashion making it difficult for the organization to make simple but positive changes to the culture without great intention.

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