1940 Kurt Lewin

The theory outlines three stages including the unfreeze, make changes and refreeze stages (Levasseur, 2001). In the unfreezing stage, the current processes are unearthed to examine how matters are undertaken. This implies examining each phase and human interrelation for prospective improvements. The second phase encompasses the deployment of the changes and providing guidance to the team as they adapt. In this stage, aspects such as constant communication, training and support are pivotal in order to restrict any for, of challenges in the transition. It also includes a change in the organization’s policies, norms, and policies. The final phase of refreezing is aimed to stabilize the new change to safeguard it from regressing. Frequent reviews need to be undertaken to ascertain that the new approaches are being adhered to (Hossan, 2015). In the first phase, the staff becomes cognizant of and acknowledges the need for a change. The second phase of the theory is movement which encompasses the involvement of staff in the planning and execution of the change. Implementation necessitated the promotion of a distinctive alliance between the managers and the employees. The final phase encompasses evaluation. This is pivotal in the theory owing to the reason that the change process could end up being redundant (Cummings, Bridgman and Brown, 2016).

Kotter’s...

The first phase is creating a sense of urgency. This generates the primary pull necessitated to ensure the team is on the project and is also motivated to adapt. The second step is building a core coalition. This encompasses gathering the leaders and stakeholders within the entity and ensuring they are convinced of the need to change (Varkey and Antonio, 2010). The third phase is forming a strategic vision. The key objective in this phase is having the ability to delineate the changes and the vision being aimed at. Stage four includes getting all parties on board. In this phase, the change idea is communicated to the rest of the entity including the employees. It also includes having frequent meetings to deliberate upon the vision and changes with the different teams. The fifth stage is the removal of any barriers and reducing friction. Prior to the implementation of the change ideas, it is imperative to assess the different aspects that might hinder the progress of the changes. Any technical or human obstacles that come up have to be dealt with immediately (Hornstein, 2015). The sixth stage is generating short-term wins. This encompasses making certain that there are short-term wins linked to the changes that you can demonstrate…