Change refers to an alteration in a system whether physical, biological or social. Organizational change is the alteration of work environment and bringing about a new equilibrium between components of the organization-technology, structural arrangement, job design and people. Organizational change has following features:

Disturbs the old equilibrium Affects the whole organization Is a continuous process

“If you want to truly understand something,

try to change it.” - Kurt Lewin

Born: September 9, 1890Died :February 12, 1947 Newtonville, MassachusettsCitizenship: Germany, United States

Fields: Psychology Institutions: Institute for Social Research

Centre for Group Dynamics (MIT)National Training LaboratoriesDuke University

Known for: Group Dynamics, Action research,

“ Planned change is a deliberate design and implementation of a structural innovation, a new policy or goal, or a change in operating philosophy, climate or style”

Structure

Technology Task

People

Identifying need for change

Elements to be changed

Planning for change

Assessing change forces

Actions for change

Unfreeging

Changing

Refreezing

PROCESS OF PLANNED CHANGE & LEWIN’S MODEL

Feedback

Lewin’s Force Field Analysis:

This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up a new way of operating. This is the shake up phase perhaps triggered by declining sales or profits. The result is an acceptance that the existing structures and ways are not workingTo get people ready for change it is necessary to develop an awareness of the:

Necessity of change Nature of change needed Methods planned to achieve the change Needs of those affected Ways that progress will be planned and monitored

The physical removal of the individuals being changed from their accustomed routines, sources of information, and social relationship.

Undermining and destruction social support Demeaning and humiliating experiences to help individuals to see their old attitudes or

behavior as unworthy and think to be motivated to change. Consistent linking of reward with willingness to change and of punishment with

unwillingness to change

After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction.

This is the process of devising and implementing the change:o Define the problemo Identify solutionso Devise appropriate strategy to implement changeo Implement solutions

Recognise that the primary purpose of change is to improve performance results. Make individuals responsible for their own change. Encourage improvisation, team performance and coordinated initiatives. Encourage learning by doing, and provide training for performance. Use positive energy, meaningful language, and courageous leadership to drive change

relentlessly.

When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working.

This is the process of maintaining the momentum of change: Locking in the changes Stabilising the situation Building relationships Consolidating the system Evaluation and support Preventing any going back to the old ways

Refreezing is complete when the new patterns are accepted and followed willingly.

 

UNFREEZE: 1. Determine what needs to change Survey the organization to understand the current state  Understand why change has to take place.

  2. Ensure there is strong support from upper management Use Stakeholder Analysis and Stakeholder Management to identify and

win the support of key people within the organization Frame the issue as one of organization-wide importance.

  3. Create the need for change Create a compelling message as to why change has to occur Use your vision and strategy as supporting evidence Communicate the vision in terms of the change required Emphasize the “why”.

4. Manage and understand the doubts and concerns Remain open to employee concerns and address in terms of the need

to change.

CHANGE: 1. Communicate often Do so throughout the planning and implementation of the changes Describe the benefits Explain exactly the how the changes will effect everyone Prepare everyone for what is coming.

2. Dispel rumours Answer questions openly and honestly  Deal with problems immediately Relate the need for change back to operational necessities.

3. Empower action Provide plenty of options for employee involvement Have line managers provide day–to–day direction.

4. Involve people in the process Generate short-term successes to reinforce the change Negotiate with external stakeholders as necessary (such as employee organizations).

FREEZE: 1. Anchor the changes into the culture Identify what supports the change Identify barriers to sustaining change.

2. Develop ways to sustain the change Ensure leadership support Create a reward system Establish feedback systems Adapt the organizational structure as necessary.

3. Provide support and training Keep everyone informed and supported.

4. Celebrate success!

VIDEO VIDEO 1

Although Lewin’s theory has proved useful in understanding planned change under relatively stable conditions, with the continuing and dynamic nature of change in today’s business world, it no longer makes sense to implement a planned process for ‘freezing’ changed behaviours, The processual framework adopts the view that change is a complex and dynamic process which should not be solidified or treated as a series of linear events, central to the development of a processual approach is the need to incorporate analysis is of the politics of managing change

Many have argued that Lewin’s Planned approach is too simplistic and mechanistic for a world where organizational change is a continuous and open-ended process.

Lewin’s work is only relevant to isolated change projects and is not able to incorporate radical, transformational change. Lewin’s model stands accused of ignoring the role of power and politics in organizations and the conflictual nature of much of organizational life. Lewin is seen as advocating a top-down, management-driven approach to change and ignoring situations requiring bottom-up change.

Lewin's model is very rational, goal and plan oriented. It doesn’t take into account personal factors that can affect change. Actually behavioral change is affected by environmental influences, personal factors, and attributes of the behavior itself. Lewin’s model makes rational sense, but we should take into account both external and internal environmental conditions.

 Lewin's three-phase theory for managing change, organization development, and macro change theories are useful for managers to understand the dynamics of change. It is also important for managers to know how to overcome resistance to change, including education and communication, participation and involvement, negotiation and agreement, manipulation and co-optation, and the use of coercion.

Although there are some limitations in this model, but its contribution towards study og organisational change is immense.