Planne Planned Change: A Case Study

Living in the world without having endured change is simply unfeasible. Change is an unavoidable, progressive and complex process characterized by unique and individual responses resulting from personal needs, past experience and current situations (Harrington & Terry, 2013, p. 62). The term, change, is often feared; inducing discomfort and negativity regardless of whether voluntary or not, and involves amendment of behaviours, leaving behind what is comfortable and familiar and venturing to the unknown. Agents having the ability to inspire change are plentiful and include: longing for independence and personal growth, conflict, dissatisfaction, crises and insufficient compensation (Harrington & Terry, 2013, pp. 63-65). Change may be developmental, planned or unplanned.
Kurt Lewin developed a theory regarding the process of planned change. Lewin (as cited in Harrington & Terry, 2013) identified three stages: unfreezing, moving and refreezing (p. 68). Unfreezing involves motivation, recognizing need for change and identifying opposing and supporting forces. In the stage of moving, collecting data and developing strategies and plans, in addition to relinquishing the past are vital. Transitions manifest during this stage and potential for role conflict increases. Refreezing encompasses completion of the change process; requiring responsibility to uphold change, internalizing behaviours and attitudes and balancing driving and restraining