A comparison of both follows in the rest of this paper. The first stage of the process engages the act of preparing an institution to acknowledge a change and this is done through the collapse of the existing workings before setting up a new system or simply put, unfreezing. This can be done in an organization by showing how the current method of working is not good enough and that a change is essential to improve the business returns.
For Lewin, the process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and, finally, solidifying that new behavior as the norm. The goal during the unfreezing stage is to create an awareness of how the status quo, or current level of acceptability, is hindering the organization in some way.
The idea is that the more we know about a change and the more we feel that it is necessary and urgent, the more motivated we are to accept the change.
Once people are unfrozen they can begin to move into the implementation phase, also called the changing stage. During the changing stage, people begin to learn the new behaviors, processes and ways of thinking.
The more prepared they are for this step, the easier it is to complete. Lewin called the final stage of his change model freezing, but many refer to it as refreezing to symbolize the act of reinforcing, stabilizing and solidifying the new state after the change. The changes made to organizational processes, goals, structures, offerings or people are accepted and refrozen as the new norm or status quo.
Advantages One of the key advantages of a force field analysis is that it provides a visual summary of all the various factors supporting and opposing a particular idea, with all the data that has been collected regarding a potential decision consolidated into a single graph.
In addition, force field analysis also expands the evaluation beyond the data itself to look at qualitative factors that may have an impact on the success or failure of the decision being analyzed. The change looks good on paper, as it makes rational sense, but when implemented the lack of considering human feelings and experiences can have negative consequences.
There may be occations when employees get so excited about the new change, that they bypass the feelings, attitudes, past input or experience of other employees. Consequently, they find themselves facing either resistance or little enthusiasm.
Force field analysis requires the full participation of everyone involved to provide the accurate information required for an effective analysis. This can be a disadvantage when full participation isn't possible, resulting in an analysis that doesn't provide a realistic picture of the supporting and opposing forces.
Another disadvantage is the possibility that the analysis won't result in a consensus among the group. In fact, a force field analysis may actually cause a division in the group between those who support the decision and those who oppose it.
Effectiveness One of the key things to keep in mind when using force field analysis is that the analysis developed is entirely dependent upon the skill level and knowledge of the group working on the analysis. In most cases, force field analysis is based on assumptions, not facts; even if the assumptions are based on accumulated data, the interpretation of the data shouldn't be construed as being objective within the overall process of evaluating the driving and restraining forces.
Employees buy into the change after leaders convince them of the urgent need for change to occur.
There are 8 steps are involved in this model: Establishing a sense of urgency, which serves as a motivator during times of change, is essential to inspire the necessary teamwork, ideas, and eagerness to make sacrifices related to the change.
Once individuals feel that the change is necessary, their energy needs to be directed and guided so that the change process can begin. To do this, a manager will create the guiding coalition by selecting and recruiting a team of individuals who will be capable of carrying out the change.
Next, a manager will need to create a change vision to provide employees with a clear understanding of what the change is all about. Once created, a manager must communicate the vision so that all employees are able to see how the vision for change will affect and benefit them as an individual.
A manager will then empower broad-based action by removing obstacles that block the change vision or disempower individuals with unrealistic and unattainable goals. Throughout the change process, planning for and generating short-term wins is needed to maintain enthusiasm and momentum to keep the change initiative going.
Because change takes time, Kotter believed that it was important to consolidate gains to produce more change by focusing on the role of early success as an enabler of future success. Finally, in order to achieve true transformational change, the manager and organization must anchor changes within the organizational culture by monitoring the acceptance of change and how well the organizational culture is adapting to the change.
Advantages The process is an easy step-by-step model.Compare and contrast Lewin’s change management model and Kotter’s eight-step change model. Which do you believe is more effective? Compare and contrast Lewin’s change management model and Kotter’s eight-step change model. Which do you believe is more effective?
Why? We are a professional academic writing company that produces. Managing change and transitions: a comparison of different models and their commonalities has a better chance of success and is part of the eight-step change model from Kotter ()where“toworktogether asateamunitedinthe vision,”isnecessary forsuccess.
LM 31,4/5 This is a review of the Lewin and Cotter change models. We argue that one is really an elaboration of the other and have chosen Lewin's model because it is easier fr students to remember.
A comparison between Lewin´s and Kotter´s models of change. Lewin´s 3 step model of change. Kurt Lewin developed a change model involving three steps: unfreezing, changing and refreezing.
For Lewin, the process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and. Lippitt, Watson, and Westley () extend Lewin’s Three-Step Change Theory.
Lippitt, Watson, and Westley created a seven-step theory that focuses more on the role and responsibility of the change agent than on the evolution of the change itself.
Managing change and transitions: a comparison of different models and their commonalities has a better chance of success and is part of the eight-step change model from Kotter ()where“toworktogether asateamunitedinthe vision,”isnecessary forsuccess.