Comparisons of Change Models

Topics: Management, Action research, Change management Pages: 5 (1530 words) Published: May 11, 2013
Change is a usual task in every organization in order to develop an organization itself or survive in the industry. Since the business world is changing rapidly these days, the management has to have the ability to handle the organization’s development properly by applying change theory models with an organizational strategy. Therefore, people in an organization can implement with change effectively. This paper will compare three broadly used change models: Lawin’s Change Management Model; Action Research; and Positive Model, to understand how to practically apply these change models with an organization’s development including strengths and weaknesses of each model. Keywords. Change models, organization development, the comparison of change models,

Comparisons of Change Models
Positive Model
Positive Model is one of the broadly used change models. As the name of the model suggests, it obviously implies that this model has a positive way of thinking. The organization mainly visualizes the positive side and sets an ideal goal. However, the organization does not absolutely omit the negative side. It just emphasizes the positive side over the negative side. Initially, the group of participants introduces what should improve in an organization, which does not have to be a problem. Next, a practitioner will analyze the strengths of the team or people who participate in the area, based on the goal report that they have achieved very well in the past, and list the strengths of the people in this area. According to these strengths, they will be used to set the ideal future that they want to achieve. Lastly, the organization will develop the implementation plan to achieve this ideal future (Ashton, 2010). Strengths and Weaknesses of Positive Model. Basically, the organization can improve very well if the implementation plan is effective, since it was not based on an initial problem. The groups of participants just project the bright future of the organization based on their strengths, even though the organization might not achieve the desired future successfully. In following the positive approach, people will have strong attitudes and beliefs, which at least might help the organization to achieve a better future than the current situation. Moreover, the people who participate in the change will be more motivated because this model encourages them to be more productive in the way that they have already been good at. On the other hand, despite the fact the negative attributes are not totally omitted, some significant problem might be ignored since the model does not mainly emphasize the problem. As a result, it might harm the company in the long run. Lawin’s Change Management Model

According to (2013), the concept of the Lawin’s Change Management model claims that people naturally resist changes. In order to reduce the resistance, Kurt Lawin (A social scientist who invented the theory) presents three processes in the change model: Unfreeze, Change, and Refreeze, which are based on the behaviour of the people who participate in the change process.

Unfreeze. Initially, the first thing that a management should do is to clearly address to employees why the change has to take place because employees should have an intensive understanding that change is crucial for the organization before implementing change with the organization. As a result, everyone involved in the change task will have the same attitude and understand the value of change extensively. In this process, people might feel shock and fear with the impact of the change. Thus, mentoring and answering all of doubts are significant tools.

Practically, in order to ensure that everyone involved in the implementation understand why the change has to occur, a manager should perform some survey activities about this change and set the open-communication in the organization about the change. Moreover, there should be reinforcements from the senior...
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