Models of Organizational Change

Coping with Change
There are several different models for organizational change. One of the older models is Lewin's Change Management Model, which is simplified as unfreeze, change, refreeze (MindTools, 2018). This model basically outlines what needs to happen on a very high level. It does not recognize change as a fluid process to be influenced, but rather three concrete steps, ending with a completed change and a return to the status quo. The weakness in this theory is that most modern organizations do not accept the idea of the base state, which can be exited in anticipation of the organization returning to a new base state at a later point. Fluidity is more the accepted norm, given the rapid pace of change in today's world relative to when Lewin developed his theory.
Kotter's 8-step change model to some extent builds on the Lewin model, in that it begins with ending the prevailing status quo and ends with the establishment of a new one. The difference is that Kotter elaborates a series of steps, providing more guidance for leaders and managers as to what they actually have to do in order to implement organizational change (MindTools, 2018). Having the different steps explained represents an improved model, but the Kotter model still assumes a static state, and does not fully address the nuances of organizational change – it is designed more for the implementation of some major change.
The lack of fluidity and nuance in these models means that they are also ill-equipped as anything other than a rudimentary guide for leaders seeking to implement change in a modern organization. There are other philosophies of change that are built into models. Both the Kubler-Ross and Satir models are rooted in emotional response to change, for example, providing some guidance to managers as to what they might expect, and maybe helping them figure out in advance of how to deal with it (Mulholland, 2017).
When change fails, one of the challenges if you are thinking about organizational change models is to identify if the model could have helped make that change work. A classic example of a failed organizational change is the FedEx/Kinko's purchase, which failed largely because FedEx underestimated – by a lot, apparently – the differences in Kinko's organizational culture and its own (Traub, 2008). This example highlights a gap in organizational change models. None of the models could have properly captured the challenges FedEx faced in trying to integrate Kinkos into its business. Changing an organizational culture represents the fluid nature of change, but also that the traditional emotional pathways that the Satir and Kubler-Ross models are incomplete. Employees are attracted to a particular organization, and ultimately if the core of that culture resides in the employees, it will be almost impossible to implement change that challenges that core.
Successful organizational change therefore contains a couple of critical elements. One of these is having an understanding of what you can and cannot change. Understanding the boundaries of change is something that the change models and philosophies tend to overlook . There are changes that failed because of execution, without question, because the second element of successful change is having a great change plan. Most models are geared towards understanding the elements of change at a high level, which allows individual organizations to plan out their change programs, and ultimately that provides a means by which the success or failure relies on execution.
This hints at the final element of change, which is another element not captured in the model: the success or failure of organizational change often lies with how that change was conceived in the first place. The reality is that a lot of change programs fail because they were bad ideas. The fallibility of human decision making is not addressed in any model of organizational change, and yet it is a critical influencing factor.



References

MindTools (2018) Kotter's 8-Step change model. MindTools. Retrieved May 15, 2018 from https://www.mindtools.com/pages/article/newPPM_82.htm

MindTools (2018). Lewin's change management model. MindTools. Retrieved May 15, 2018 from https://www.mindtools.com/pages/article/newPPM_94.htm

Mulholland, B. (2017). 8 critical change management models to evolve and survive. Process.st. Retrieved May 15, 2018 from https://www.process.st/change-management-models/

Traub, S. (2008) FedEx removes Kinkos with a write-off. CFO Magazine. Retrieved May 15, 2018 from http://ww2.cfo.com/accounting-tax/2008/06/fedex-removes-the-kinkos-with-a-write-off/