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Lewin's Change Model Analysis

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7.26 LEWIN’S THREE STEP MODEL
Kurt Lewin's Change Model The model represents a very simple and practical model for understanding the change process. For Lewin, the process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and finally, solidifying that new behavior as the norm. The model is still widely used and serves as the basis for many modern change models. o Unfreezing Before a change can be implemented, it must go through the initial step of unfreezing. Because many people will naturally resist change, the goal during the unfreezing stage is to create an awareness of how the status quo, or current level of acceptability, is hindering the organization in some way. …show more content…

This changing step, also referred to as 'transitioning' or 'moving,' is marked by the implementation of the change. This is when the change becomes real. It's also, consequently, the time that most people struggle with the new reality. It is a time marked with uncertainty and fear, making it the hardest step to overcome. During the changing step people begin to learn the new behaviors, processes and ways of thinking. The more prepared they are for this step, the easier it is to complete. For this reason, education, communication, support and time are critical for employees as they become familiar with the change. Again, change is a process that must be carefully planned and executed. Throughout this process, employees should be reminded of the reasons for the change and how it will benefit them once fully …show more content…

An organization may either take a bottom up approach or a top down approach when it comes to implementing the change. When it is a top down approach, the top management decides on the strategy to be used for change and then quickly moves to implement the change. When a quick change is required such an approach is used. The obstacles are tackled as they occur. A bottom up change is slow, gradual and accommodative. The top management consults with all the functional managers. The approach is more participative as it involves every person to change process. Uncertainty is minimized as every worker is kept informed about the

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This phase encompasses developing a thorough plan, giving this plan to employees, develop a timeline, and fully develop communication skills. Phase 2 involves communicating with those that may be affected with the change, assess driving and restraining forces, and responding to concerns about projected change. In phase 3, a change agent should be identified. Change agents do not always have to be a manager or employee of the organization. If looking at an external change agent, always take into consideration that external change agents can be more objective than internal ones, but can be costly, take more time to assimilate duties and be seen as a threat by other team members (Mitchell, 2013).

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I enjoyed reading about your experiences in the hospital setting while the enactment of change was taking place. I can tell you that where I work we also had some resistance towards the implementation of huddle. There was a back and forth in the beginning of the three stages of Kurt Lewin’s change theory that I witnessed. I happened to be in the lead of making huddle something we did prior to every shift. In the unfreezing stage I sent out an email and on day one I was happy and eager

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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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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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