University of The People (UoPeople)

Learning Journal Unit 7

BUS 1101-AY2021-T4

24-05-2021

Planning and Executing Change Effectively

    Kurt Lewin in the 1950s developed one of the most useful frameworks known as the

three-stage plan model to be executed in effecting an organizational change. Kurt Lewin

describes the models as " Unfreezing, Change, and Refreezing". Starting with

Unfreezing, the model explains the effectiveness of getting members of an organization

ready and receptive towards an intended change to be executed by the organization is

very important. Next is "Change". The successful execution of the changes made by an

organization is a result of a careful strategy of promoting the intended change among

stakeholders. Unfreezing will naturally set in to ensure the changes implemented are

permanent ( Carpenter et al., 2012 ). 

      1. Unfreezing:  

 When an organization fails to prepare in other to execute change in the organization, it

can be very difficult to succeed in implementing the required changes. Hence unfreezing

refers to pre-communicating the planned change among members of the organization to

reduce frustration and resistance, and allow members to be receptive when changes are
 implemented. The first stage described by Kurt Lewin is unfreezing, through proposing

and also involving members to be part of the initial plans to effect change.

 Communicating a Plan for Change: Finding shows that communication plays a very

vital role in preparing members of an organization to be prepared and receptive for

changes made in the organization.   When employees know what is going to happen,

when, and why, they may feel more comfortable. Research shows that those who have

more complete information about upcoming changes are more committed to a change

effort.Wanberg, C. R., & Banas, J. T. (2000). 

   Develop a Sense of Urgency: People will feel a sense of urgency if they understand the

importance of a proposed change, especially if the competitiveness or reputation of the

organization depends on taking the next step in adjusting to effect change in the

organization which will ensure consistency and the continued survival of the

organization. 

 Those who plan the change will need to make the case that there is an external or internal

threat to the organization’s competitiveness, reputation, or sometimes even its survival

and that failure to act will have undesirable consequences 

(Carpenter, M., Bauer, T., Erdogan, B. 2010).  

 Build a Coalition: "Understanding one’s own social networks, as well as the networks of

others in the organization, can help managers identify opinion leaders." This will in turn

help in the facilitation of change management. 

 Allow Employees to Participate: It is important for members to be fully involved in the

facilitation of change. Engaging employees and also taking important suggestions will

further build confidence in implementing change. 

2. Executing Change: 

The second stage is the execution of the planned change. It may involve the use of

technology and other procedures to successfully execute change. The following describes

the change process:

 Provide Continuous Support System:  When change is implemented, employees may

experience some form of stress in adjusting to changes made by the organization.

Providing support, understanding, and patience by the management for employees

affected is very important.

 Create Small Wins: Achievement should be communicated to members of the

organization, that the change made by the organization is paying off and yielding the

necessary result. This will further inspire and motivate members to welcome change as an

important factor for the survival and competitiveness of the organization.

 Eliminating Obstacles: Obstacles should be identified and eliminated. Some members

may be opposed to the change made thereby foster disruption against the changes made

based on the existing structure and culture. It would be proper to remove this obstacle

before implementing the change, to prevent unexpected obstruction in the process.  

 3. Refreezing: 
 After the change is implemented, the focus should be on ensuring that the long-term

success of the implemented change becomes part of the organization's culture.

 Publicize Success: The management should share the success of the organization with

members, highlighting the progress made due to the change implemented by the

organization. Sharing concrete results increases the confidence of the employees.

 Reward Change Adoption: Making sure the changes remain permanent, the

organization should publicly recognize those who supported the process and embraced

the change.

Conclusion: 

While Lewin’s three-stage model offers many useful insights into the process of

implementing change, it views each organizational change as an episode with a

beginning, middle, and end. In contrast with this episodic change assumption, some

management experts in the 1990s began to propose that change is—or ought to be a

continuous process ( Carpenter et al., 2012 ). 

Reference:

Carpenter, M., Bauer, T., & Erdogan, B. (2010). Management Principles 1.1.

https://my.uopeople.edu/pluginfile.php/511732/mod_resource/content/1/management-

principles-v1.1.pdf