Managing Change
Managing change is important in seeking the final component of successfully managing strategy, process, people and culture in most modern organizations. More and more, staying competitive in the face of demographic trends, technological innovations, and globalization requires organizations to change at much higher rates than ever before. Few people will argue with this statement, but fewer still will say their organization does a good job at managing those changes. Managing change well is a continuous and ongoing combination of art and science that assures alignment of an organization¡¦s strategies, structures, and processes (Worley & Vick, 2005).
Theories of Change Management
Lewin¡¦s Change Model Kurt Lewin (1890-1947) was a social psychologist whose extensive work covered studies of leadership styles and their effects, work on group decision-making, the development of force field theory, the unfreeze/change/refreeze change management model, the ¡§action research¡¨ approach to research, and the group dynamics approach to training (Mark, 1999).
Kurt Lewin 's three step change model is applied to the implementation of organizational change. If change is needed in an organization and the individuals affected by this change are asked to participate in the implementation of it, the change has a greater chance of being not only implemented but also successful. The first step of Lewin 's model tells us how to minimize barriers to change and increase the odds of a successful change effort. The second step is the movement that takes place after people have bought into the need for change. The final or refreezing step of Lewin 's model calls for the change agents to work actively with the people in the organization to install, test, debug, use, measure, and enhance the new system (Levasseur, 2001).
Appreciative Inquiry
Appreciative Inquiry (AI) developed by David Cooperrider and Suresh Srivastva is an approach to organizational change that engages the entire
Theories of Change Management
Lewin¡¦s Change Model Kurt Lewin (1890-1947) was a social psychologist whose extensive work covered studies of leadership styles and their effects, work on group decision-making, the development of force field theory, the unfreeze/change/refreeze change management model, the ¡§action research¡¨ approach to research, and the group dynamics approach to training (Mark, 1999).
Kurt Lewin 's three step change model is applied to the implementation of organizational change. If change is needed in an organization and the individuals affected by this change are asked to participate in the implementation of it, the change has a greater chance of being not only implemented but also successful. The first step of Lewin 's model tells us how to minimize barriers to change and increase the odds of a successful change effort. The second step is the movement that takes place after people have bought into the need for change. The final or refreezing step of Lewin 's model calls for the change agents to work actively with the people in the organization to install, test, debug, use, measure, and enhance the new system (Levasseur, 2001).
Appreciative Inquiry
Appreciative Inquiry (AI) developed by David Cooperrider and Suresh Srivastva is an approach to organizational change that engages the entire
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