The Analysis of Various Change Models

ABC/123 Version X

Change Model Worksheet

HSN/565 Version

Change Model

Identify four Theoretical perspectives (such as models or methods) for change processes and complete the table below. Identify the developer/originator of the perspective, describe each of the identified theoretical perspectives, explains the opros and cons of each theoretical perspectives with regard to organizational change.

Develop a change model table using the changes identified in Week 1.

Theoretical perspective

Developer

Description of the theoretical perspectives

Pros and Cons of each theoretical perspectives with regard to organizational change.

Phase/Stage change theory

Kurt Lewin

Involves the unfreeze, transition and freeze stages. Unfreeze involves introduction of the problem to the concerned parties. Transition stage involves evaluation of alternatives to solving the problem and introducing new measures. The freeze stage involves the implementation of the positive changes agreed upon.

The cons are that it takes a long time to come up with the desired changes due to lengthy consultations hence not applicable where immediate change and decisions are desired. This approach cannot be effectively applied to a continuous process since it involves the static three stages on each decision that has to be made which is not the normal case with most decisions within an organization.

Lippitt's phase of change theory

Lipptt, Watson and Westley

It was an extension of Lewins theory above to form seven steps to change implementation. These are;

Diagnose the problem

Evaluate capacity and motivation for the change

Evaluate the resources and commitment of agents to the change

Decide on the progressive change object.

Clearly define the role of each agent of change involved

Maintain the change through continuous communication and feedbac.

Systematically and gradually remove the agents of change once it becomes part of the organization (Kritsonis A., 2005).

Pros of this approach is that there is possibility of using professional agents who will hasten the change and it is also all inclusive.

Just like the Lewin approach, this approach also has long bureaucracies that makes it a challenge to implement.

The Change curve theory

Eisabeth Kubler-Ros

This helps understand how people will react to change and how to help them through it. The theory comes in 4 stage.

Status Quo-introduction to change that destabilizes the status quo. Here, there is need to communicate often and avoid overwhelming people with too many changes at the same time.

Disruption -- comes with fear as the reality of the change sinks. There are bound to be resistances to change here and can be stressful and unpleasant as the organization experiences disruption. Action must be taken to counter the resistance, early preparation and effective communication about the change is important here.

Exploration -- this is when acceptance sets in among the employees and optimism is seen. There is need to provide requisite support to the employees.

Rebuilding- here the employees indicate commitment to the change and they commit to fully implementing it as the organization as a whole reaps the benefits of the changes. The management needs to take note of the benefits here and also record the lessons achieved from the entire experience as they celebrate success (Tata Consultancy Services, 2015).

Pros of this approach are that it gives the people affected by the change continuous support to sail through the tough times of change. The method is also comprehensive to take care of the employees emotional needs and the organizational strategic needs both at the same time.

The cons are that it needs people who are committed to lead the change since it involves working extensively with individual employees and possible facing of resistance.

Kotter's 8 Step Change Model

John Kotter

It is based on the presumption that employees will adopt a change once the leadership convinces them of the worth of the change. Change hence needs 8 steps as follows;

Create need and urgency for the change