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The process of change - Coggle Diagram
The process of change
Change model
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Explores not only the what, but also who, when why and how of change
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In traditional cases of change it will be the senior management who drive change, this is typically the case with transformational change however in the case of incremental or transactional change and in the contemporary organisation, it may be driven bottom up. Eg more operational and junior employees will champion the need for change and will seek to persuade and influence more senior managers that action is required
An understanding of the nature of the changes required will determine the type of change which helps to formulate the change implementation plan
Implementing change
Kurt Lewin argued that planned change involved a 3 stage process: unfreezing, movement, refreezing
Unfreezing
Involves developing a readiness to to change through creating awareness of how the current position is hindering the organisation
The purpose of stage one is to combat resisstance to change through communicating how existing ways of thinking, organisation structure, processes and people need to change to make the organisation more competitive
Employees need to understand how the change will benefit them and understand the vision of the future state
A sense of urgency needs to be created and this coupled with an understanding of the motivation behind the change helps to increase acceptance of the change
During this stage employees will feel the effects of shock, denial, fear and anger which managers need to overcome to effect unfreezing
Movement
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During this stage employees need to become accustomed to the new reality and fear and anger may still prevail until they begin to learn the new processes, behavirous and organisational culture required by the change
Managers need to ensure that employees have sufficient training, communication, support and time to help them become familiar with the change
Those affected by the change need to be continually reminded of the reasons for the change and how it benefit them to help them accept and commit to the changes
Refreezing
About reinforcing the change and ensuring that the desired change is accepted and maintained into the future
Without this, people tend to revert to doing what they are used to doing
Managers need to ensure that the changes are embedded in organisational culture, supported by policies, objectives, recognition and reward
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Force field analysis
Analysing the restraining or driving forces that will affect the transition to the future, assessing which of these forces are critical and taking steps both to increase the critical driving forces and to decrease critical restraining forces
Possible to identify the relevant driving and restraining forces as well as investigate the balance of power involved in the change, they key stakeholders, opponents, allies and how to influence the target groups
The status quo which exists before the. change process begins can be seen as stable equilibrium between the forces pushing for change and forces resisted change
Lewin argued that for change to take place, the forces pushing for change needed to outweigh the forces resisting change and that to overcome stability of the status quo, a deliberate process involving the unfreezing of the current behaviour and attitudes will be needed
He proposed that managers need to analyse the driving and restraining forces in their organisation - this can be done through PESTLE or SWOT
Once identified, the forces can be manipulated by reducing or eliminating those that are blockages and reinforcing those supportive of the change
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When manipulating, the change process in a particular direction, new forces mayneeed to be introduced which help to guide attitudes and practices in a particular way eg incentive schemes