Comparing and Contrasting Models of Change Management

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Introduction

Change is common in all business organizations and industries, regardless of their line of activities and their age. The world is changing rapidly, thus organizations have to keep changing. Any organization that wishes to thrive should handle and manage change effectively. Any organization that does not manage change effectively is likely to record poor performance or struggle to survive. Most businesses are aware of the concept of business management.

However, there are differences and similarities in the methods used by managers to manage change in their organizations. It is important to note that the methods used to manage change are highly dependent on the nature of the business in question. This article compares and contrasts the different models used in change management.

Comparison and contrast of Lewin’s Planned Change Model, the Action Research Model, and the Positive Model

The manager attempts to prepare members of the organization for the change under Lewin’s Planned Change Model, while there is no unfreezing under the positive model of change. There is unfreezing stage under the Action Research Model, although it is not as direct as in Lewin’s Planned Model.

It is assumed that there will be some resistance every time the manager wants to introduce changes in the organization. People will never accept change easily; neither will they ever be willing to change from their current situation. The process of preparing people for change is referred to as unfreezing the situation in the organization at the moment (Cummings & Worley, 2009).

A manager who uses the positive model can initiate a problem any time; therefore, there is no unfreezing period. The stage where a problem is identified under the action research model is the unfreezing stage. It involves collection of data. Data is collected from members of the organization as they are prepared for the change during the process.

Lewin’s Planned Change Model introduces change once the members are prepared for it. It is the same case for the action research model. Under positive model, however, change is implemented differently since the manager aims at improving on the areas that the organization’s strengths are after seeking expert advice.

Under Lewin’s Planned Change Model, individuals will start behaving differently once change is introduced. There will be different supervisory practices. The organization structure may change, as well as the reporting relations that are likely to influence the way people execute their duties. To accomplish this stage, the members of the organization will have to identify with the new bosses or role models (Cummings & Worley, 2009).

Organizational members should start to perceive things from a different perspective, probably the perspective of the organizational leader or the change initiative. It is the same for the action research model. Members start behaving differently as the change is implemented. For the positive model, there is no much change in behaviour. Employees will only improve on what they have been doing to make it better.

The change facilitator should help the organizational members adapt and integrate with the changes once the change has been implemented under the Lewin’s Planned Change Model. He should institutionalize the changes by forming systems that ensure the behaviors are secured against the change.

The organization gets a stable structure and the job descriptions are more stable. Observation of change consequences and collection of data after the change is conducted is done where the action research model is adopted. Monitoring of the change progress is also common under the positive model.

Lewin’s Planned Change Model Action Research Model Positive Model
Strengths

Most change processes fail due to resistance from employees. Employees feel that they cannot adapt to the change and the only way to avoid change is through resisting. There are many reasons that can lead to employees resisting change in their organizations. However, the most common reason is the fear that employees may not belong to the organization if the change is implemented. Employees fear they may lose their jobs or they may lose their current positions. The manager should prepare them and make them understand they will retain their positions after the change. He should explain to them how the changes will take effect so that they can be sure to retain their positions. This way, the manager will have created a path for change. In my opinion, resistance will be eliminated or will be reduced greatly.

It follows up the implementation of change to monitor the progress. The change process does not end once the change has been implemented. The change should be followed up to ensure that it is fully implemented. If the change is implemented and the systems are not changed to ensure that the change in behaviors is secure against the change, then all the efforts will be futile. This should be done by offering training and support employees and keeping every stakeholder informed.

Weaknesses

The model does not give details on how practical application of the process change implementation should be carried out. There are managers who might not be aware of how change process is implemented. Such managers may end up making changes the wrong way due to the fact that this model does not give details of practical application. The changes may be correct, but made in the wrong way. This will end up making the whole process unsuccessful.

 Strengths

This model first identifies the problem or the need for change, and then data collection follows. The details of the required changes are then outlined. This act as an impetus for organizational change. This is like the unfreezing stage. It enhances the chances of change being accepted.

Once the change has been implemented, it is evaluated to ensure the correct progress is taking place. This increases the chances of success. Evaluation ensures that the change adaptation goes as planned and that the desired objectives will be acquired.

Weakness

This model does not have a positive approach. Organizations that adopt this model are usually problem oriented. This may hinder them from moving forward. When an organization focuses a lot on identifying problems, it may remain in its current state for a long time. Organizations need to be positive so that they can move forward and achieve what they were made for.

 Strengths

This model will motivate the members of the organization since it is based on the things that the organization has done well in the past. Members are likely to accept the decisions and implement them due to the success related to the plans. Everyone likes being associated with a success story. Plans that are likely to bring success are, therefore, likely to be readily accepted by employees.

Weakness

The situation in the organization and its environs keep on changing. Therefore, the plans made may not always be effective in solving the current problems in the organization. In my opinion, problems should be solved as they arise and the process should start with identification of the problem to the implementation of the correct decision based on the situation at hand.

Secondly, it is not always that the strengths of the organization will be executed smoothly. There might be situations that hinder the execution of the organizational strengths. In such situations, the desired objectives may not be achieved. The hindrances may not even be noticed on time since this model is not problem focused.

Most appealing model

The model that is most appealing to me is the Lewin’s Planned Change Model. Implementing change is met with a lot of resistance from employees, as well as other stakeholders in any organization. Change can never be successfully implemented if the employees are resistance to the change.

The Lewin’s Planned Change Model recognizes this fact and outlines the ways through which such a situation can be overcome through unfreezing. Change can be implemented once unfreezing has been done. The stages that should be followed in implementing the change are followed to ensure that the change is implemented correctly. Members of the organization welcome the change and there are high chances that the change will be successful.

Finally, the refreezing process ensures that the change is supported in the long run. Under this model, there are high chances that change implementation will be successful since it will be supported by members of the organization. Successful change is possible and the organization is more likely to move forward since this model ensures support from all stakeholders.

Reference

Cummings, T. G., & Worley, C. G. (2009). Organization development & change. Sydney: South-Western/Cengage Learning.

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