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Principles and Practices of Management

Notes
9. Reduce the information flowing to people
10. Reduce social-interaction opportunities

11. Make people feel ineffective or incompetent
12. Reduce the power and influence of people
13. Reduce personal privacy
14. Reduce personal authority

15. Expose personal weaknesses
16. Cost Employees more than they benefit them

12.6 Approaches/Models to Managing Organisational Change

For most people, change is not easy. Even when we know things could be better, we get a certain
comfort from a familiar setting; familiar people and familiar ways of doing things. Because of
this, change is most likely to succeed when managers follow a well-thought-out path to
implement it. The following models show which type of strategy can be utilized to increase the
effectiveness of change strategies.
1. Lewin's Change Model

2. Nadler's Organisational Model.
3. A Contingency Model of Analyzing Change

12.6.1 Lewin's Change Model

Kurt Lewin a social psychologist, noted for his work in organisational theory, developed a
model of the change process that has stood the test of time and continues to influence the way
organisations manage planned change. Lewin's model is based on the idea of force field analysis.
Lewin proposed the three-step model as shown in the Figure 12.1 below.

Figure 12.1: Lewin's Model of Organisational Change

UNFREEZING CHANGE
REFREEZING

Reducing forces for Developing new attitudes, Reinforcing new attitudes,
status quo values and behaviours values, and behaviours

Steps in the Change Process

1. Unfreezing: The process begins with unfreezing, which is a crucial first hurdle in the
change process. 'Unfreezing' means melting resistance to change; the people who will be
affected by the change come to accept the need for it. People tend to resist change because
it increases anxiety and stress, and it may threaten their self-interests. Unfreezing involves
encouraging individuals to discard old behaviours by shaking up the equilibrium state
that maintains the status quo. Unfreezing on the part of individuals is an acceptance that
change needs to occur. Resistance to change "melts" when events or information-customer
complaints, mounting losses, an accident – causes people to conclude that the status quo is

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