Page 346 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 16: Organisational Culture

16.9 Approaches/Models to Managing Organisational Change Notes
(Change Process)

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
16.9.1 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 16.1 below.
Figure 16.1: 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
unacceptable and that change is worth the effort. In essence, individuals surrender by
allowing the boundaries of their status quo to be opened in preparation for change.
2. Change or moving: If unfreezing succeeds, people want to make a change, but they still
need to see a path to a better state. In the moving stage, new attitudes, values and behaviours
are substituted for old ones. Organisations accomplish moving by initiating new options
and explaining the rationale for the change, as well as by providing training to help
employees develop the new skills needed.

The transformation stage requires altering one or more characteristics of the work setting:
(a) The structure and systems of the organisation;
(b) Social factors – characteristics of employees, the way they interact, the organisational
culture;

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