Organizational Change Process
Organizational Change Process
Organizations need tactical responsiveness to external dynamics to bring strategic renewal within the continuum, which organizations need to create and maintain outstanding performance (Spencer, 2010). Through strategic renewal the organization alters its operational strategy to gain economic advantage. Successful of implementation of change should be a long-lasting occurrence often determined by readiness, resources necessary to implement change successfully, how the organization monitors such change (Whelan-Berry, Karen, Somerville & Karen, 2010). Gaps or omissions in the process of change often lead to disastrous outcomes. This paper will focus on the Lewin’s phases of organizational change reflecting on Concord Bookshop conflict and its effect on organizational failure.
Lewin’s Phases of Organizational Change
According to Lewin’s theory in studying human and organizations it is imperative for managers to understand change as forces working in different direction, for change to happen there should be a driving force with less counteracting resistance (Borkowski, 2005). Borkowski further states the importance for managers to understand the external and internal environmental influence and differentiating between forces that need to stay status quo and those that require change. Lewin stated three important steps of change that managers need to follow to attain successful transition to change.
Unfreezing
Schein as stated in Spector (2010) for effective learning and change to happen some sort of dissatisfaction should be created, to bring discomfort to the members. Underperformance does not necessarily create change because when people are comfortable with a status quo they are unmotivated to change. Instilling discomfort will force employees to change and unlearn current norms to learning desired new practices.
Change
The need for change should be communicated and parties involved must be part of the change process.
Organizations need tactical responsiveness to external dynamics to bring strategic renewal within the continuum, which organizations need to create and maintain outstanding performance (Spencer, 2010). Through strategic renewal the organization alters its operational strategy to gain economic advantage. Successful of implementation of change should be a long-lasting occurrence often determined by readiness, resources necessary to implement change successfully, how the organization monitors such change (Whelan-Berry, Karen, Somerville & Karen, 2010). Gaps or omissions in the process of change often lead to disastrous outcomes. This paper will focus on the Lewin’s phases of organizational change reflecting on Concord Bookshop conflict and its effect on organizational failure.
Lewin’s Phases of Organizational Change
According to Lewin’s theory in studying human and organizations it is imperative for managers to understand change as forces working in different direction, for change to happen there should be a driving force with less counteracting resistance (Borkowski, 2005). Borkowski further states the importance for managers to understand the external and internal environmental influence and differentiating between forces that need to stay status quo and those that require change. Lewin stated three important steps of change that managers need to follow to attain successful transition to change.
Unfreezing
Schein as stated in Spector (2010) for effective learning and change to happen some sort of dissatisfaction should be created, to bring discomfort to the members. Underperformance does not necessarily create change because when people are comfortable with a status quo they are unmotivated to change. Instilling discomfort will force employees to change and unlearn current norms to learning desired new practices.
Change
The need for change should be communicated and parties involved must be part of the change process.
References: Borkowski, N. (2005). Organizational Behavior in Health Care. Sudbury, MA: Jones and Bartlett Publishers. Elie-Dit-Cosaque, C., Pallud, J., Kalika, M. (2011). The Influence of Individual, Contextual, and Social Factors on Perceived Behavioral Control of Information Technology: A Field Theory Approach. Journal of Management Information Systems,28(3), p201-234. Spector, B. (2010). Implementing Organizational Change: Theory into Practice (2nd ed). Upper Saddle River, NJ: Pearson Prentice Hall. Whelan-Berry, Karen S., Somerville, & Karen A. (2010) 'Linking Change Drivers and the Organizational Change Process: A Review and Synthesis ', Journal of Change Management, 10(2), 175-193.