Change Management
Change Management Models
Organisational change, a vibrant force in the current scenario of rapid developments, is an inevitable feature of organisational life. The environment within and outside the organisations is changing at an ever-increasing pace, creating the need for faster response to the environment and eventually for deep seated transformations within the organisations themselves.
The models have been categorised depending upon their nature of change, analysis and treatment into three groups: a) Process-based models b) Content-based models c) Integrated models
Process-based models
The focus in the process models is on the actual steps—the 'how' of organisational change process. These models deal with the sequence of steps involved in bringing about change in an organisation and with interventions related to it.
Lewin's Model of Change
This model is one of the early models of planned change. According to Lewin (1975), change underlies the modification of those forces that keep a system's behaviour stable. The level of behaviour at any point of time is the resultant vector of two vectors—one aiming towards maintaining the status quo, and the other striving for change. When these two forces balance each other equally, the current behaviour is maintained, which Lewin calls the quasi-stationary equilibrium. According to Lewin, change in a system, hence, can be induced by either increasing the forces for change or decreasing the forces maintaining the current state or by applying a combination of both.
In this model organisational change affects three levels —Individual level, Structure and Systems level, and Organisational Climate level, which have been explained as under:
❖ Individual level (change affecting individual's attitude, beliefs, values, skills and behaviour) ❖ Structure and systems level (change affecting incentive system, information systems etc.) ❖ Organisational climate (change affecting
Organisational change, a vibrant force in the current scenario of rapid developments, is an inevitable feature of organisational life. The environment within and outside the organisations is changing at an ever-increasing pace, creating the need for faster response to the environment and eventually for deep seated transformations within the organisations themselves.
The models have been categorised depending upon their nature of change, analysis and treatment into three groups: a) Process-based models b) Content-based models c) Integrated models
Process-based models
The focus in the process models is on the actual steps—the 'how' of organisational change process. These models deal with the sequence of steps involved in bringing about change in an organisation and with interventions related to it.
Lewin's Model of Change
This model is one of the early models of planned change. According to Lewin (1975), change underlies the modification of those forces that keep a system's behaviour stable. The level of behaviour at any point of time is the resultant vector of two vectors—one aiming towards maintaining the status quo, and the other striving for change. When these two forces balance each other equally, the current behaviour is maintained, which Lewin calls the quasi-stationary equilibrium. According to Lewin, change in a system, hence, can be induced by either increasing the forces for change or decreasing the forces maintaining the current state or by applying a combination of both.
In this model organisational change affects three levels —Individual level, Structure and Systems level, and Organisational Climate level, which have been explained as under:
❖ Individual level (change affecting individual's attitude, beliefs, values, skills and behaviour) ❖ Structure and systems level (change affecting incentive system, information systems etc.) ❖ Organisational climate (change affecting