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Unit 3: Models of Change
This approach treats planned change from the perspective of top management and indicates that Notes
change is continuous. It is also important to note that as change becomes continuous in
organisations different steps are probably occurring simultaneously throughout the organisation.
This model incorporates Lewin’s concept into implementation phase.
In this approach, top management perceives that certain forces or trends call for change, and the
issue is subjected to the organisations usual problem solving and decision-making process.
Usually, top management defines its goals in terms of what the organisation or certain processes
or outputs will be like after the change. Alternatives for change are generated and evaluated,
and an acceptable one is selected.
Early in the process, the organisation may seek the assistance of a change agent – a person who
will be responsible for managing the change effort. The change agent may also help management
recognize and define the problem or the need for change agent may be involved in generating
and evaluating potential plans of action. The change agent may be a member of the organisation,
or an outsider such as a consultant, or even someone from headquarters whom employees view
as an outsider. An internal change agent is likely to know the organisations people, task, and
political situation, which may be helpful in interpreting data and understanding the system; but
an insider may also be too close to the situation to view it objectively. (In addition, a regular
employee would have to be removed from his or her regular duties to concentrate on the
transition). All parties because of his or her assumed impartiality, then, often receive an outsider,
better. Under the direction and management of change agent, the organisation implements the
change through Lewin’s unfreeze, change and refreeze process.
The final step is measurement, evaluation and control. The change agent and the top management
group assess the degree to which the change is having the desired effect; that is, they measure
progress towards the goals of change and make appropriate changes if necessary. The more
closely the change agent is involved in the change process, the less distinct the step becomes. The
change agent becomes a “collaborator” or “helper” to the organisation as she or he is immersed
in defining and solving the problems with members of the organisation. When this happens, the
change agent may be working with many individuals, groups, and departments within the
organisation on different phases of the change process. When the change process is moving
along from one stage to another it may not be readily observed because of the total involvement
of the change agent in every phase of the project. Throughout the process, however, the change
agent brings in new ideas and viewpoints that help members look at old problems in new ways.
Change often arises from the conflict that results when the change agent challenges the
organization’s assumptions and generally accepted patterns of operations.
Through the measurement, evaluation and control phase, top management determines the
effectiveness of the change process by evaluating various indicators of organisational productivity
and effectiveness on employee morale. It is hoped that organisation will be better after the
change than before. However, the uncertainties and rapid change in all sections of environment
make constant organisation change a certainty for most organisations.
Transition Management is the process of systematically planning, organizing, and implementing
change from the disassembly of the current state to the realisation of a fully functional future
state within an organisation (Ackerman, 1982). Once change begins, the organisation is in neither
the old state nor the new state. Yet business must go on. Transition management ensures that
business continues while the change in occurring, and thus it must begin before the change
occurs. The members of the regular management team must take on the role of transition
manager and coordinate organisational activities with the change agent. An interim management
structure or interim positions may be created to ensure continuity and control of the business
during the transition. Communication about the changes to all involved, from employees to
customers and suppliers play a key role in transition management (Tichy and Ulrich 1984).
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