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What Are Lewin And Kotter's Change Model?

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The change model by Lewin and Kotter involves organizational learning that retrains attitudes and behaviors (Kreitner & Kinicki, 2013). Vineet Nayar changed the culture, group processes, and structure of the company beginning with the employees. The mission statement was the initiation and unfreezing stage to the change model. Nayar strategically motivated his employees with the mission statement (EFCS), which means employees first, customers second (Kreitner & Kinicki, 2013).

Vineet carried out the model of change to transfer a traditional company, to a new enterprise (Kreitner & Kinicki, 2013). Change requires action, effective building and collaboration (Warrick, 2017). By using the three stages of the change model that Lewin and Kotter created the company would be transformed. The unfreezing stage of the change model is the motivational stage (Kreitner & Kinicki, 2013). Strategic planning by finding the company strength, which was its employees and customers, developed new ways to strengthen their weaknesses and offered opportunities to protect against threats (Kreitner & Kinicki, 2013). By gaining revenue and changing customer satisfaction by ranking the best employer in India, the change model began the second phase , which is the actual change stage (Kreitner & Kinicki, …show more content…

These actions of change included: changing the business model, tripling revenue, and creating a new online system called Directions that included discussion boards for front-line employees (Kreitner & Kinicki, 2013). Opportunities such as these opened opportunity for the

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Argosy University course on Leading through and beyond Change is a good segway to delve deeper into our discussion on change management. Noting that our everyday lives are filled with change, organizations must also endure this unavoidable reality. As we live and witness real-life social, political, and environmental issues from around the world, these issues do affect how leaders lead their organizations. The four market change components for an organization are: a. Customer – organizations must change to meet the needs of current and potentially new customers, whether it is for financial needs, life circumstances, or personal taste. b. Technology – there is a constant need to keep the most current hardware and software and keep up with

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Unfreezing is the initial phase, which entails preparing the organization and stakeholders for the change. This involves conveying the rationale for the change, the advantages it will bring, and how the company and its stakeholders will be affected. The second phase, change, entails putting the change into action. This includes training, process adjustments, and other actions that will aid in the transition to the new technology. The third phase, refreezing, is integrating the change into the culture and operations of the business.

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• Collaborate well with people and stakeholders in our business units and departments. “Outer Focus” • Change is a given and there is nothing we can do except to adept and accept it. • If you don’t accept the change you will not make it in life as everything in life does change to the better. •

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Phase 4 is the planning stage. During this phase, the change is fully identified, and the final draft of the plan is developed. Each member of the change process has been assigned their responsibilities. During phase 5, the role of the change agent is identified. Communication, feedback on progress, teamwork and motivation is emphasized in phase 6.

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Change management is the process to assess the impact of transition within an organization (). It aims to sustain the change and engage employees. The ASDA case provides an overview of this process. In the case, Archie Norman is hired as a leader to sponsor the change that ASDA needs. His main role is to plan the priorities, build a plan by assessing ASDA current situation and implementing strategic renewal to drive the organization to success in the future.

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The book “Soup, A recipe to nourish your team and culture’ by Jon Gordon relates to a lot of concepts, framework, and models and the book “Organizational change, an action oriented toolkit by Tupper F Cawsey, Gene Deszca, and Cynthia Ingols. I decide to use Duck five stage change curve model. Stagnation, Preparation, Implementional, Determination, and Fruition. Stagnation occurs when a person has insufficient sense of threat or challenge from the external world and results in need for forceful demand for change from the external environment, internal pressure, or internal leader or group. In soup Nancy started the Duck’s five stage change curve first step which was stagnation when she was first appointed as CEO of the company soup.inc.

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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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With the recent changes in politics, NAFTA and other free trade arguments may come to an end. If certain politicians manage to bring the end of these arguments, there will be a various array of consequences. There will be impacts on the consumer to the manufacturer and even on those not involved in the transactions. NAFTA was agreed to 1989, but it did not start to take effect till 1994. Oddly though it took to 2008 for the majority of tariffs to be eliminated (Schott).

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Analysis of Lewin’s Model for Change Kurt Lewin is known as one of the modern pioneers in social organizational and applied psychology. A German-American psychologist and physicist. Lewin believed that change could not occur before generating a reason for the change. He created his change model in the 1940’s, also known as the Force Field Analysis for Change, which evaluated the energy it requires to overcome opposing forces. Lewin’s change model is planned, it has the three definite steps with the process being very defined, and appears relatively easy to remember and use.

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There are different stages of change are person goes thought before they are ready to make a change in their life. The first stage is precontemplation (Miller, Forcehimes, & Zweben, 2011). During this the person does not know if they want to change or not. They wonder if change is really needed and if change will help them. The second stage of change is contemplation (Miller, Forcehimes, & Zweben, 2011).

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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.

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These three-step model gives a manager an idea of what implementing change means when dealing with people. The 3 phases of the Kurt Lewin model provide direction on how to go about getting people to change: a manager will implement new processes and re-assign tasks, but change will only be effective if the people get involved in it and help put it into action. Unfreeze – “ready to change” People tend to get used to the same routine on a daily basis and changes are hard to adapt. The organization as a whole is going in the right direction, similarly, people might have learned to do things one way, without considering the other efficient methods.

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