The Phases of Organizational Change
The Phases in the Organizational Change Process
Janet E Perez
HCS/587
October 14, 2013
Margaret Walker
The Phases in the Organizational Change Process
Spector (2010) stated “organizational change is typically initiated in response to a trigger event or a shift in the environment that precipitates a need for altered strategies and new patterns of employee behavior” (p.18). According to Spector (2010), to understand and analyze the dynamics of change it is important to sort out and distinguish the different approaches that can be taken. In chapter one Spector gives the reader insight into the Concord Bookshop, a bookstore that is in the process of implementing new changes. Spector (2010), states that “for the Concord Bookshop, the increasing penetration of online booksellers into the store’s market space triggered the requirement for strategic renewal” (p.18). Kurt Lewin developed a change model to assist organizations such as the Concord Bookshop with changes. There are three steps in Lewin’s model and they are: Unfreezing, Transitioning or Moving, and Refreezing. This paper will define Kurt Lewin’s three phases of organizational change and explain why the Concord Bookshop failed at implementing change effectively. The first phase of Lewin’s change model is known as “unfreezing.” Lewin states that many people will naturally resist change and thus the goal of unfreezing stage is to create an awareness of how the status quo, or current level of acceptability, is hindering the organization in some way(). That means “old behaviors, ways of thinking, processes, people and organizational structures must all be carefully examined to show employees how necessary a change is for the organization to create or maintain a competitive advantage in the marketplace”(). The second phase in Lewin’s change model is “transitioning or moving”. In this stage Lewin states it is a time
Janet E Perez
HCS/587
October 14, 2013
Margaret Walker
The Phases in the Organizational Change Process
Spector (2010) stated “organizational change is typically initiated in response to a trigger event or a shift in the environment that precipitates a need for altered strategies and new patterns of employee behavior” (p.18). According to Spector (2010), to understand and analyze the dynamics of change it is important to sort out and distinguish the different approaches that can be taken. In chapter one Spector gives the reader insight into the Concord Bookshop, a bookstore that is in the process of implementing new changes. Spector (2010), states that “for the Concord Bookshop, the increasing penetration of online booksellers into the store’s market space triggered the requirement for strategic renewal” (p.18). Kurt Lewin developed a change model to assist organizations such as the Concord Bookshop with changes. There are three steps in Lewin’s model and they are: Unfreezing, Transitioning or Moving, and Refreezing. This paper will define Kurt Lewin’s three phases of organizational change and explain why the Concord Bookshop failed at implementing change effectively. The first phase of Lewin’s change model is known as “unfreezing.” Lewin states that many people will naturally resist change and thus the goal of unfreezing stage is to create an awareness of how the status quo, or current level of acceptability, is hindering the organization in some way(). That means “old behaviors, ways of thinking, processes, people and organizational structures must all be carefully examined to show employees how necessary a change is for the organization to create or maintain a competitive advantage in the marketplace”(). The second phase in Lewin’s change model is “transitioning or moving”. In this stage Lewin states it is a time
References: Spector, B. (2010). Implementing Organizational Change: Theory into Practice (2nd ed.). : Prentice Hall.