change management models uk essay

Change Management Models Descriptive Essay

Implementing the lewin’s change management model in an organization, the significance of lewin’s model in an healthcare organization.

Change management models refer to those methods, which guide the process of managing change in different organizations (Cameron & Green, 2009, p. 109). Over the years, the successful application of these methods has led to the adaptation of the models as guidelines for change management. The most common examples include Lewin’s change management model, the 7 s model, and the 5 P’s model among others.

The idea in Lewin’s model revolves around a cube of ice in that if one desires to have a different shape of the ice cube, the best thing to do is to melt it, shape the liquid into the desired shape, and finally refreeze it. Accordingly, if one expects to see change in an organization, the first step towards experiencing change entails breaking down the existing organizational structures and restructuring them into desired structures (Cameron & Green, 2009).

Here, the first step or the unfreezing step brings the people involved into understanding the need for change, and subsequently, prepare themselves to forego the current organizational values, behavior, attitudes, and culture. The second stage or the ‘change’ stage starts immediately after the people have acknowledged the need for change.

Finally, the third stage or the refreeze stage commences when change has been comfortably accepted. On the other hand, the 7 s model proposes adoption of complete change regarding the core systems/values of the organization.

Thus, the change process affects; the share values (the organization’s mission and vision statements), strategy (management, production, sales, and marketing), structure (both physical and value structures), systems (communication), style (production and leadership), staff (employees affected by the change), and skills (changing the entire organizational skill set).

This is the most effective way of managing change considering that the model affects the basic systems of the organization right from core values through training and recruiting new skills (Cameron & Green, 2009, pp. 109-115).

Relative to the 7 s model, the 5 P’s model developed by Dr. Leslie Toombs, Dr. Mildred Pryor, and Chris white, suggests that the first step in change management should entail changing the mission statement. Therefore, change management involves identifying organizational weaknesses, which should form the right candidates for change. Subsequently, the second step should involve identification and description of various organizational processes whose change will result into desirable outcomes.

This step is then followed by reviewing all the 7 s values described in the foregoing discussions. The change process should also include re-organization of the skills and job descriptions of the people involved. Finally, there is the need to evaluate the performance of the change processes in order to single out processes that may require additional change (Cameron & Green, 2009).

As noted earlier, the Lewin’s model follows three major steps, which include unfreeze, change, and refreeze in that order. Therefore, these distinct stages of change management enable one to adequately plan to manage it. As a result, Lewin’s model suggests that the first step in change management involves preparing the organizational processes and the people for the forthcoming change through breaking down the existing culture, values, attitudes, and behavior.

Here, the most practical steps that an organization needs to take is first to determine the processes that need to change. This can be achieved through understanding the current status of the said processes and the reasons why change is necessary. Secondly, there is the need to seek full support of the top management including key persons in the organization and framing the change process in such a way that reflects its importance across the whole organization.

Thirdly, one should create the need for change by emphasizing why change is necessary and communicating a compelling message, vision, and strategy that capture the need for organizational change. Finally, one should consider understanding and managing the doubts and concerns of the people involved by remaining open and responsive to their questions (Cameron & Green, 2009).

Having addressed the above issues accordingly, the ‘change’ stage entails guiding the people to overcome various uncertainties and to transition from the old ways to the new era. Accordingly, the most practical steps in this stage should include communicating the planning and implementation of the change process, and explaining the benefits and effects of the change to everyone.

Moreover, the change manager should dispel rumors by answering questions regarding the change in an open and honest manner. Additionally, the implementation of change should involve the proactive participation of the people through providing them with the day-to-day directions and short-term successes regarding the change process.

Finally, the refreeze stage, which is also the final stage according to Lewin’s model, is marked by the people embracing the change, existence of a stable organization chart, internalization of the change processes, and availability of consistent job/skill descriptions among other changes (Cameron & Green, 2009).

Therefore, the refreeze stage should be managed by anchoring the new changes into the organizational culture besides addressing the factors supporting the change and the barriers to change sustainability.

Furthermore, change managers should ensure that change is sustained through maintaining leadership support, a reward system, feedback systems, and adaptation of suitable organizational structures. Conversely, the refreeze stage can be maintained through establishing support and training for the people involved and communicating the success stories achieved to reinforce the change process.

It is no doubt that healthcare organizations are complex in terms of managing change because they incorporate many heterogeneous groups of people coupled with the existence of many organizational areas within the same organization.

Therefore, consider an instance where such an organization intends to implement the use of informatics systems to increase efficiency and time management. Studies note that in most cases, such technological changes are met with not only technical challenges, but also behavioral ones (Lorenzi & Riley, 1999, p. 116).

As a result many are the instances whereby the implementation of the most technically-advanced technologies is met by resistance from all angles of the healthcare organization. Perhaps, the most suitable method to guide the implementation of medical informatics systems in the healthcare organizations should be designed around the Lewin’s model.

The healthcare sector stands to benefit from the implementation of the Lewin’s model when introducing new information technologies because most information system failures have been attributed to people and organizational issues. This implies that during the process of implementing the changes, the contribution of the people involved and the organizational structures is not considered.

Furthermore, there is the notion that human beings will naturally resist change, and many psychologists have gone as far as showing the psychological basis of change resistance. As a result, people tend to perceive change as a threat to their job security or something that will disrupt their comfort zone (Lorenzi & Riley, 1999).

However, through careful consideration and identification of all processes in the healthcare organization that require change in terms of implementing new informatics systems, the people affected by the change can be given the chance to acknowledge the need for change and review their attitudes, culture, values, and behavior.

Having achieved this, the change manager can then move forward and initiate the first stages of change management in terms of encouraging the re-organization of organizational culture, behavior, attitudes, and values. Subsequently, change can be implemented and sustained using the practical steps described in the foregoing discussions. Overall, there is the need to realize that in order to manage change in a healthcare organization; one should have excellent technical, people-oriented, and organizational skills.

Cameron, E., & Green, M. (2009). Making sense of change management: A complete guide to models, tools & techniques of organizational change (2 nd ed.). Philadelphia, PA: Kogan Page Limited.

Lorenzi, N.M., & Riley, R.T. (1999). Managing change: An overview. J Am Med Inform Assoc., 7(2), 116-124.

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IvyPanda. (2023, November 24). Change Management Models. https://ivypanda.com/essays/change-management-models/

"Change Management Models." IvyPanda , 24 Nov. 2023, ivypanda.com/essays/change-management-models/.

IvyPanda . (2023) 'Change Management Models'. 24 November.

IvyPanda . 2023. "Change Management Models." November 24, 2023. https://ivypanda.com/essays/change-management-models/.

1. IvyPanda . "Change Management Models." November 24, 2023. https://ivypanda.com/essays/change-management-models/.

Bibliography

IvyPanda . "Change Management Models." November 24, 2023. https://ivypanda.com/essays/change-management-models/.

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Change Management, Essay Example

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We live in an increasingly competitive world because globalization has increased trade between countries, opened more markets to the market players, and human and capital resources have become more mobile than they were in the past. Thus, it has become even more important to successfully manage change so that organizations continue to learn and evolve in order to remain competitive and maintain profitability. Different change process theories have been proposed over the last few decades such as Lewin’s Change Management Model, ADKAR Model for Change Management (ADKAR), and Kotter’s 8-Step Change Model.

Lewin’s Change Management Model proposes that change be bought in three steps which have been called Unfreeze, Change , and Refreeze in the model. The first step is Unfreeze which means that the organization should challenge the existing culture and work practices and prepare everyone for an impending change. The management also explains why a change has become inevitable and how it will benefit the organization and all the stakeholders involved in order to secure everyone’s support. The second step is Change where the actual steps are taken to implement change and new behaviors and work practices are adopted. The third step and the final step is Refreeze when people have started embracing the changes. Thus, it is time to establish the new changes as the norm (MindTools).

ADKAR is a goal-oriented change management model. ADKAR breaks down the change process into multiple steps and the results are evaluated at the completion of each step to determine whether the stated objectives were achieved or not. The benefit of ADKAR is that it helps to identify specific factors that may be working against the overall change process and address those specific factors. ADKAR model is composed of two dimensions which are Business dimension of change and People dimension of change. Business dimension of change includes elements such as business need or opportunity, project definition, business solution, proposed processes and systems, and implementation of the solution. People dimension of change includes elements such as awareness of the need to change, desire to participate, knowledge of the final form of change, ability to implement the change, and reinforcement to keep the change in place (Prosci).

Kotter’s 8-Step Change Model as the name suggests, consists of 8 steps which are establishing a sense of urgency, creating the guiding coalition, developing a chance vision, communicating the vision for buy-in, empowering broad-based action, generating short term wins, never letting up, and Incorporating changes into the culture(Kotter International). In short, Kotter’s model provides a step by step guidance to implement change and is more specific than other models which is not surprising since it is relatively new. Thus, it has the added benefit of taking into account the challenges being faced by most organizations in their quest to introduce flexibility. The model introduces a step-by-step guidance to successfully pave the way for a flexible culture within the organization.

People usually resist change because it means learning new skills and doing things different from what they are used to. Some fear their performance will be negatively affected. People are also interested in as to how the changes may impact them and behave accordingly. Because change is often adapting to new way of doing things, the fear of unknown also results in resistance (Peter Barron Stark Companies). If the change is expected to make the organization lean, some people would oppose it especially if it means loss of power and authority. The paste experience may also result in opposition especially if the previous experience resulted in disappointing outcomes. Some think that because the organization seems to be doing fine, there is no reason for change. Moreover, change always carries some risk and different people have different attitude towards risk. The people may also resist change if they feel the decisions are being imposed on them without taking into account their concerns and opinions.

The managers/leaders can take several steps in order to secure the support of the subordinates and other stakeholders. First of all, the management should communicate to the stakeholders as to why the change is being implemented. People are more likely to support change if they can see the relationship between the desired change as well as the organizations’ overall objectives. Second, the management should involve subordinates in the discussions and seek their opinions/feedback. When people feel their opinions are being listened to, they will be more willing to cooperate.

The management should communicate how the change will impact/benefit the subordinates in order to ease their concerns as well as make them aware of the benefits that will flow to them from the change. The management may also tie a portion of the employees’ overall compensation plan to the progress in organizational change. This will give the employees an incentive to contribute towards the success of the overall change process. The management should also take efforts to keep the employees informed of the progress because this will help build trust between the management and the subordinates. Some employees may be skeptical of their ability to adapt to change so the management should provide training wherever needed in order to help employees feel comfortable in the new working environment.

Kotter International. (n.d.). The 8-Step Process for Leading Change . Retrieved September 28, 2011, from http://www.kotterinternational.com/kotterprinciples/changesteps

MindTools. (n.d.). Lewin’s Change Management Model . Retrieved September 28, 2011, from http://www.mindtools.com/pages/article/newPPM_94.htm

Peter Barron Stark Companies. (n.d.). Why Employees Resist Change . Retrieved September 28, 2011, from http://www.peterstark.com/why-employees-resist-change/

Prosci. (n.d.). “ADKAR” – a model for change management . Retrieved September 28, 2011, from http://www.change-management.com/tutorial-adkar-overview.htm

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Change Management Models Essay Examples

Type of paper: Essay

Topic: Development , Model , Management , Organization , Change Management , Transition , Embrace , System

Published: 03/16/2021

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The Greek philosopher Heraclitus is credited with saying “Change is the only constant”, a very true statement that indicates that change is always happening and failure to comply with change is detrimental. Change in an organization is essential to keep the organization abreast, vibrant, and capable of dealing with external changes that affect the organization. There are several models of change that an organization could chose to pursue, and the choice is based on the type of organization it is, the type of change in question, and the type of people that would need to embrace the change (“Lewin's Change Management Model,” n.d.). The three common models of change that most organizations use when implementing change are Lewis Change Management Model, ADKAR, and Kotter’s 8 Step Change Model. Kurt Lewin is credited as having developed the Lewis Change Management model in the 1950s (Normandin, 2012). The main idea with this management model is take the existing system, have it in a form that allows change, make the change, then allow for the change to take form. The three steps in the model are unfreeze, transition, and refreeze (Normandin, 2012). The unfreeze stage is where the status quo is broken down, and this is done by showing the necessity of change in the organization to encourage the members of the organization to embrace the change (“Lewin's Change Management Model,” n.d.). For this step to be successful, the beliefs and values of the members of the organization have to be challenged and changed (“Lewin's Change Management Model,” n.d.). Once the members have bought into the idea of change and are willing to make the change, the next step is transition. This involves changing the way people carry out tasks. This step takes a long time and needs careful orchestration. Time and communication are vital for a successful transition stage (“Lewin's Change Management Model,” n.d.). Once the transition is completed, the members of the organization learn and embrace the new ways of carrying tasks; refreeze. This is where the new system is instilled and becomes the new status quo. Another model of change is ADKAR. It was first published in 2003, and it is an acronym meaning Awareness for the need for change, Desire to support and participate in the change, Knowledge of how to change, Ability to implement the change, and Reinforcement to sustain the change (Connelly, 2008-2015). The acronym defines the steps in this model. The first step is knowing that something needs to be done. The second step is the willingness to do what needs to be done to bring about change. The third step is knowing how to do that which needs to be done. The fourth step is being able to implement the changes that have been decided. The fifth and final step is setting up a system that allows the changes to flourish. Of all the models of change, the ADKAR is the model that targets individuals in an organization (Connelly, 2008-2015). The other common model of change is the Kotter’s 8 Step Change Model. Harvard University John Kotter is credited with developing this model in 1995 (“Kotter's 8-Step Change Model,” n.d.). The 8 steps in this model are “increase the urgency for change, build a team dedicated to change, create the vision for change, communicate the need for change, empower staff with the ability to change, create short term goals, stay persistent, and make the change permanent (Normandin, 2012). This model is based on leaders communicating to the members of the organization the need for change and having the members join in the move towards change. Like the Lewin's Change Management Model it is said to be an easy model to follow, but takes a long time (Normandin, 2012). All the models discussed above are applicable in different situations. It is up to the leaders of an organization to decide which model fits best with the organization and the change needed.

Works Cited

Connelly, M. (2008-2015). ADKAR: Simple, Powerful, Action Oriented Model for Change. Change Management Coach. Retrieved from http://www.change-management-coach.com/adkar.html Kotter’s 8-Step Change Model: Implementing Change Powerfully and Successfully. (n.d.). Mind Tools. Retrieved from http://www.mindtools.com/pages/article/newPPM_82.htm Lewin's Change Management Model: Understanding the Three Stages of Change. (n.d.). Mind Tools. Retrieved from http://www.mindtools.com/pages/article/newPPM_94.htm Normandin, B. (2012). Three Types of Change Management Models. The Fast Track. Retrieved http://quickbase.intuit.com/blog/2012/08/28/three-types-of-change-management-models/

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Innovation and Change Management in Health and Social Care

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What's next.

This module will encourage you to experience, think and reflect upon the nature of change, creativity and innovation within health and social care organisations. The module provides you with an advanced understanding of change in organisations where creativity and innovation emerge as a key challenge or represent a necessity. A variety of examples will be used but you will be expected to consider the application of creativity, change and innovation management in the context of health and social care organisations.

Most relevant theories are explored and used as interpretative lenses to deepen your understanding of cases of changes and transformations focused on creativity and innovation.

This module is delivered over five full day sessions.

Learning outcomes

By the end of this module, students will be expected to be able to:

• Understand various type of change and organisational learning
• Understand a wide range of theories and perspectives on creativity, collective creativity and innovation
• Evaluate the impact of creativity and innovation on organisational change and development
• Identify and analyse in-depth the key factors the influence creative processes
• Understand and discuss various practices and techniques of management of change
• Critically reflect on the key debates on change, creativity and innovation

Entry Requirements

You may apply for the module, provided you have:

• a relevant first degree, OR relevant professional experience or qualifications that demonstrates ability to study at level seven
• a minimum of one year post-registration experience
• current registration with the relevant UK or equivalent professional body: HCPC or equivalent registration, e.g. in case of doctors (GMC) and nurses (NMC)

Module Outline

Session 1 - introduction on change, creativity and innovation.

The first session will introduce the module programme and the interrelated concepts of change, creativity and innovation. We will have an overview of these areas and discussing why creativity and innovation are vital.

Session 2 - Change and Organisational Learning

In this second session, we will analyse the different approaches to change and will discuss an organisational learning perspective. In particular, we will discuss different types of change, change agents, and learning dynamics.

Session 3 & 4 - Incremental and Radical Changes

In sessions 3 and 4, we will compare and contrast incremental and radical changes and how they have a different impact. We will review the main theories along with key methodologies, exploring case studies and developing activities and exercises.

Session 5 & 6 - Creativity in Organisations: From individual to collective and organisational creativity

In sessions 5 and 6, we will focus on creativity in organisations. We will explore all different levels of analysis related to creativity, starting with individual creativity and continuing with team creativity and organisational creativity.

Session 7 & 8 - Innovation and Innovation Management

In sessions 7 and 8, we will view innovation as the introduction of anything new in the environment in which an organisation operates. We will consider different models of innovation, approaches to organising for innovation and managerial practices.

Session 9 & 10 - New models of Collaboration and Conclusions

In sessions 9 and 10, we will consider how collaboration plays a crucial role in change and innovation. We will discuss for example key issues related to collaborative innovation, end user innovation and collaborative research.

We understand that deciding where and what to study is a very important decision for you. We’ll make all reasonable efforts to provide you with the courses, services and facilities as described on our website. However, if we need to make material changes, for example due to significant disruption, or in response to COVID-19, we’ll let our applicants and students know as soon as possible.

Assessment strategy

The assessment has been designed to allow you to explore areas of personal interest or clinical expertise:

• Report (20 per cent)
• Case analysis essay (80 per cent)

Our CPD Funding page has more information on fees for our modules and potential funding sources.

We have guidance on making your application and the forms to download on our how to apply page.

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