Running head: ORGANIZATIONAL CHANGE METHOD 1

Organizational Change Method

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Institution Affiliation
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Organizational Change Method

Introduction

It is crucial to always take note of the human side of change within the context of

organizations, much as various groups within organizations may perceive organizational change

differently. However, it is important to note that employee communication is the number one

factor in driving change (Bayraktar & Jiménez, 2020). Indeed, an organization’s employees may

resist change at first. To ensure that they are aligned with the strategy of the organization, there

is need to ensure that they have a good understanding of the process, the reasons why change is

being driven, and how it will affect their work. Further, to implement changes like digital

transformation, or even have a smooth transition in the course of acquisitions and mergers, it is

crucial to effectively plan and even have a proper structure for the project (Hussain et al., 2018).

To do this, the right change methods have to be followed. The discussion post takes a look at

Lewin’s Change Method.

Selection of Change Management Methodology

Lewin’s Change Management Method comes as one of the most popular, effective, and

accepted change management models. It assists organizations to well comprehend structured and

organizational change (Chebbi et al., 2020). The model entails three major stages that include:

unfreeze, change, and refreeze. Unfreeze is the stage of preparation whereby the workers have to

prepare for the change. The significant step here consists in enhancing open communication with

the workers while explaining why change is needed. The aim would be to overcome their

resistance to the change as much as would be possible.

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The next thing would be to change. It is the stage where the change gets to be

implemented. While continuing on the initial stage, there is need to have good leadership with an

effective communication with workers here. The last stage is refreeze. At this stage, change gets

accepted and the employees get back to their daily routine. The stage ought to be perceived as

ever going on (Srivastava & Agrawal, 2020). The leaders of the organization should ensure that

changes get implemented and used even after the objectives of change management have been

realized.

Best Practices used across Industry

The change management model is preferred because it explains in a non-complex way

the major 3 stages through which the process of change management have to undergo. The major

stages are pre-change, during the change, and post-change. Due to its simplicity, majority of

organizations adopt this model whenever they wish to implement change.

Current Developments

Lewin’s Change management method has become quite fantastic for when businesses

need to drastically change so that they may succeed. The model is also significant at uncovering

hidden mistakes that were taken for granted because one has to analyze every aspect of the things

they may be changing in the organization. The organizational change offers an explanation of the

movement of a firm from the unknown or its current state to the unknown or the desired state. It

is because the future of the change may be uncertain and may be about the people’ worth, their

competency, and their coping abilities (Srivastava & Agrawal, 2020). Therefore, the workers

within the organization will be unlikely to support the change unless they become convinced
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against the prevailing status quo in the firm. Further, the organization may have invested a lot for

the current status quo; subsequently, the workers will resist the change to avoid uncertainty in the

organization. Therefore, the necessary actions are supposed to be taken to motivate these

workers.

Issues solved through Successful Implementation of the Change Model

The change model will be crucial since there is always the error of allowing too much

complacency while trying to change. By far one of the biggest mistake that individuals make

whenever they are attempting to change firms would be to proceed on without them putting in

place a great level of sense of speed in the employees and their fellow managers (Chebbi et al.,

2020). This type of error would be fatal since transformations often fail to realize their aims

whenever there are high complacency levels.

Secondly, this change model would be important in cases where the leaders of the

organization cause the error of failing to come up with enough and strong guiding coalition.

Great change is mostly said to be unlikely unless the leaders or heads of the firm support the

initiative. Mostly, in transformations that have succeeded, the president, or the departmental

manager, or other people who have the urge to have enhanced performance have to work in

liaison before this change may be realized (Srivastava & Agrawal, 2020). The group will rarely

entail all of the very senior personnel since some of these people will not just buy in at the onset.

However, in cases that have succeeded, the coalition is mostly successful in relation to formal

titles, expertise and information, reputations, and the competence they have for leadership.

Workers, or individuals alone, in spite of their competence, or charisma will not have all the
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assets required in overcoming the tradition along with the inertia apart from some small firms.

Further, some committees are less effective

Conclusion

For any organization to survive, there will be need for it to evolve, hence, the need to

make some changes. Without the right change management model, the success of the changes

will not come to anything more than mere hope.

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References

Bayraktar, S., & Jiménez, A. (2020). Self-efficacy as a resource: a moderated mediation model

of transformational leadership, extent of change and reactions to change. Journal of

Organizational Change Management.

Chebbi, H., Yahiaoui, D., Sellami, M., Papasolomou, I., & Melanthiou, Y. (2020). Focusing on

internal stakeholders to enable the implementation of organizational change towards

corporate entrepreneurship: A case study from France. Journal of Business

Research, 119, 209-217.

Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's

change model: A critical review of the role of leadership and employee involvement in

organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.

Srivastava, S., & Agrawal, S. (2020). Resistance to change and turnover intention: a moderated

mediation model of burnout and perceived organizational support. Journal of

Organizational Change Management.