Change Management

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Unit: 9740
Change Management

Table of contents

Introduction p3

1.0 Description of 2 schools of thought
1. Theories of planned change p3 2. Lewin’s change model p3 3. The positive model p4

2.0 Comparison of each school p5

3.0 Drive or impede planned change and reactive change
p6

Conclusion p7

Reference List p8

Introduction

In this report, there are two models; Lewin’s Change model and the positive model. The case for these models is SAMSUNG Company. Firstly, this essay starts with description of two schools of thought and each step of two models. Secondly, there will be comparison between Lewin’s Change model and the positive model adapt with the case. Finally, drive or impede planned change and reactive change are demonstrated.

0. Description of 2 schools of thought

1. Theories of planned change

Conceptions of planned change have tended to focus on how change can be implemented in organizations. Called “theories of changing.” These frameworks describe the activities that must take place to initiate and carry out successful organizational change. In this section, we describe and compare two theories of changing: Lewin’s change model, the action research model, an the positive model. These frameworks have received widespread attention in OD and serve as the primary basis for a general model of planned change.

(Cummings, 2005)

2. Lewin’s change model

One of the earliest models of planned change was provided by Kurt Lewin. The level of performance of a work group might be stable because group norms maintaining that level are equivalent to the supervisor’s pressures for change to higher levels. This level can be increased either by changing the group norms to support higher levels of performance or by increasing supervisor pressures to produce at higher levels. Lewin suggested that decreasing those forces maintaining the status quo produces less tension and resistance than increasing forces for change and consequently is a more effective change strategy. (Cummings, 2005), (Palyong.S, 2011)

• Unfreezing: This step usually involves reducing those forces maintain the organization’s behaviour at its present level. Unfreezing is sometimes accomplished through a process of “psychological disconfirmation.” By introducing information that shows discrepancies between behaviours desired by organization members and those behaviours currently exhibited, members can be motivated to engage in change activities.

(Cummings, 2005), (Palyong.S, 2011)

• Moving (Transition): This step shifts the behaviour of the organization, department, or individual to a new level. It involves intervening in the system to develop new behaviours, values, and attitudes through changes in organizational structures and processes.

(Cummings, 2005), (Palyong.S, 2011)

• Refreezing: This step stabilizes the organization at a new state of equilibrium. It is frequently accomplished through the use of supporting mechanisms that reinforce the new organizational state, such as organizational culture, rewards, and structures. (Cummings, 2005), (Palyong.S, 2011)

3. The positive model

The positive model represents an important departure from Lewin’s model. This model focuses on what...
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