Social responsibility also necessitates an awareness of social concerns and impacts; a deeper-developed part of every department/office's leadership must be devoted to the analysis and awareness of the social interactions and effects of the organization's actions and behaviors.
In the refreezing process, the goals and objectives behind the implemented changes, as well as the concrete and operational aspects of the changes themselves, must be repeatedly reinforced in order to remain effective (Felkins et al. 2001). Examinations of how current actions might have affected both the organization's position and society as a whole in past and/or ongoing scenarios of social concern could be one method of reinforcement, creating an engagement between the individuals of the organization and both the abstract and the concrete aspects of the changes they are a part of implementing. The clear expectations regarding the changes and the clarity of the results of these changes can both go a long way towards restoring the level of comfort most individuals evince -- whether or not they consciously express it -- and thus "refreezing" the organization into is new and changed actions, behaviors, and attitudes of more socially responsible practice (Blokdijk 2008). With this, the change management process is essentially completed, until the next round of needed changes is perceived and unfreezing is needed.
Throughout all phases of the change management process, careful control and ongoing observation and adjustment -- in other words, management -- is necessary to maintain the proper course of action to implement the desired changes. This becomes more difficult as the desired changes become more fundamental and complex, two terms that definitely apply to an organization's seeking to increase its level of social responsibility (Commissaris, Schoenmaker, Beune & Elkhout 2006). Ongoing dialogue with between direct managers and company executives in larger corporations would definitely be beneficial in this era.
It has been noted that Lewin's model of change management assumes a general capability and eventual willingness on the part of everyone involved in the change to go along with and carry out the desired changes, when in fact skills are not transferred as easily as changes are outlined and expressed, making even the most willing individual possibly unable to efficiently make the adjustments and changes necessary (Carter 2008). while this might be true in many organization- and change-specific instances, however, it should not present an insurmountable or even a significant barrier to the implementation of changes meant to enhance corporate responsibility. The changes required to enhance responsibility are generally more applicable to the methods by which business activities are carried out, and the care and awareness attended to various concerns during business activities, rather than an alteration in the activities themselves, and this will assist organizations in avoiding the pitfalls of the change management model noted in the literature (Carter 2008).
Creating greater corporate social responsibility with an organization is a laudable goal, and one that continues to be relevant in every era. Lewin's change management model is such an effective tool precisely because it accounts for the desire to establish consistent and lasting modes of behavior and conduct, but offers methods for changing these consistencies rather than simply replacing them. The three step process of unfreezing, changing, and refreezing will doubtless assist organizations match the changing demands of social responsibility for decades to come.
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