Models of Organizational Change Essay

Organizational wobble is occurring at an intense rate at bottom modern organizations, as demands to stay current with technology and marketplace trends ar ever increasing. Although knowledge exists amongst counsel and attractionship regarding the need for salmagundi, the ability to relieve the expected results of proposed potpourris often fails. Recent literature actually suggests that failures argon a great deal attributed to the level of employee involvement and commitment, and that employees actually play a major region in the success or failure of assortment within organizations (Shin, Taylor, & angstrom unit Seo, 2012, p. 727).There are various theories of organizational diverge, many of which have similar standards that can be applied to throw sufficees. Although such theories have differing strategies, close to share common elements, to include a clear vision for the organization, the subroutine of the attraction in the initiative, the communication proce ss between key stakeholders and employees, and overcoming foe to change. That said, it is the intention of this paper to evaluate two specific manikins of organizational change, and to go over how separately model incorporates those common elements within their framework.Kurt Lewin Three-Phase Change Theory and pretenseKurt Lewin proposed a three- phase angle change scheme in the 1940s however, his theory, in concert with a corresponding change model, has major implications for modern organizational change initiatives. The three phases of the model are as follows un obturate-transition-freeze, and are meant as a straight forward approach to organizational change. What is more, Lewins model has been utilize by many well-known corporations, and has a proven track book of success.Role of the Leader in Lewins sitAccording to Lewin, the character reference of the attracter in implementing the three-phase process is mutifactoral, as at each phase, attractorship is central. Fo r example, during the unfreezing phase, the leader creates a whiz of urgency, which is accomplished by generating awareness and arrest of the need for change. It is alike during this phase that communication between the leader, key stakeholders, and employees is all alpha(p) in order to reach the next phase of transition.During the transition phase, the leader is responsible for the development of organizational structure and process changes that impart in the end be shaped by new behaviors, values and attitudes (Kurt Lewin 3 phases change theory, 2012, para. 3). Once the transition phase reaches the particular of successful re-structuring, the final freeze stage moldiness occur, and also be maintained. This is the point at which the leader essential ensure that adaption to the change has crystallized, as the possibility for the organization to deliver back to old ways (Kurt Lewin 3 phases change theory, 2012, para. 3) exists, unless the changes are continually reinforce d.Three-Phase Change Model Overcoming ResistanceAlthough one may expect adjacent opponent to change, this is generally not the case. In fact, during the unfreezing stage, most staff and management are willing to change (Kurt Lewin 3 phases change theory, 2012, p. 4) however, there are still others that will require greater provocation. The leaders map to resistance is in generating motivation. This is done by dismantling the status quo with educational initiatives, and the provision of tangible examples of proven success.Additionally, lines of communication must die hard open, allowing for the building of a guiding coalition, and the formation of an unwavering cohesiveness. Overcoming resistance also entails the leaders personal involvement, attention to empowerment, staying open to negotiation, and use of milestones as a means for illustrating successes. As the freezing stage nears, the leader must remain cognizant of any barriers to maintaining the change. Furthermore, a forw ard outlook is essential, which will be sustained with effective communication, ongoing observation, training, and horizontal military operation and reward systems (Kurt Lewin 3 phases change theory, 2012, p. 5).Three-Phase Change Model and communionCommunication is truly the most central component to Lewins model. It is highlighted at each of the three phases, with lack of communication being a barrier to successfully transitioning between phases. That said, it must not be discounted the impact that strong lines of communication have on successful change initiatives, as high percentages of change failures are often attributed to poor communication, thus hindering the transition process (Shin et al., 2012, p. 727).Harriss Five-Phase ModelBen Harris developed a five-phase organizational change model in the mid 1970s. According to Harris, the phases are sequential however, they often circle one another (Lunenburg, 2010, p. 4). The five-phases are as follows planning & initiati on, impulse, problems, go point, and termination.Five-Phase Model Role of the LeaderUnlike Lewins three-phase model, Harriss model is less dependent upon concrete leadership initiatives at each phase. For example, per the five-phase model, the single-valued function of the leader is accentuated most at phases II-IV posited by Lunenburg when he acknowledged the magnificence of leadership at various phases of program implementation (Lunenburg, 2010, p. 5). During planning and initiation, the leader introduces the proposed change, goals, activities, and necessary resources. , and mounts interest among individuals (Lunenburg, 2010, p. 5), which is dissimilar to Lewins creation of a sense of urgency at the unfreezing stage.During momentum, strong leadership is emphasized for the development of goal-directed activities, and the organizing of processes meant to serve as the point at which employees experience personal maturement through involvement. At the problems phase, leaders must stay focused on imminent issues, including the complexity of plans, differences between involved parties with regard to perceptions and goals, demands of responsibility, conflict, and individuals not fulfilling duties and prognosis (Lunenburg, 2010, p. 5). It is up to the leader to direct the actions necessary for the completion of this phase in order to move on to the turning point.During the turning point phase, the leader continues to act as facilitator for the continued growth of problems, or he moves the multitude forward if problems have been overcome. Solid leadership is crucial here, as the point at which the change coalition should see results of initial planning, and experience the momentum of the change process. Similar to Lewiss transition phase, emphasis at this phase is placed on behaviors, values, and attitudes (Kurt Lewin 3 phases change theory, 2012, para. 2).At termination, the leader must attempt to break down any barriers to the success of the change. This pha se comes with a twofold strategy, which on one hand addresses potential change failure, and on the other hand, the possibility for change success. It is also the point at which resistance to change becomes most evident therefore, the investment of leadership is vital to this phase.Harriss Five-Phase Model Overcoming ResistanceThere is very little focus within Harriss five phases on leaders overcoming staff resistance to change. In fact, of all five phases, it is not until termination that attention to resistance is even highlighted. Unlike Lewins model, which does not allow for transitioning between phases if opposition is met, Harriss model affords for a five-phase transition, even in the face of potential failure. This is a good example of a five-phase model helplessness, and three-phase model strength.Harriss Five-Phase Model and CommunicationHarriss model does not specifically stress the grandeur of communication as does Lewins model however, it is implied in the description o f the leaders responsibilities at each phase. Noticeably, each of the five phases alludes to the need for leaders to effectively and consistently communicate with staff in order for sure activities and goals to be accomplished. The difference however, between Lewin and Harris, is that Harris allows for the transitioning between stages even when barriers to success persist. cultureAs organizations face the ever-increasing demands of technology, together with the challenges of staying current with marketplace trends, the need forchange will remain imminent. With various strategies in existence for the execution of change initiatives, leaders must stay abreast of the specific demands of their fields, while also maintaining solid lines of communication and solid leadership within their organizations. It is also important that change models with proven effectiveness be implemented, and that they are well-matched to the situation. Relative strengths and weakness of any change model will always exist, but through solid and effective leadership, the potential to overcome such weakness and the likelihood of change success is altogether probable.ReferencesKurt Lewin 3 phase change theory universally accepted change management. (2012). Retrieved from http//www.change-management-consultant.com/kurt-lewin.html Lunenburg, F. (2010). Approached to managing organizational change. 1, 12, 1-10. Retrieved from http//www.nationalforum.com/Electronic%20Journal%20Volumes/Lunenburg,%20Fred%20C%20Approaches%20to%20Managing%20Organizational%20Change%20IJSAID%20v12%20n1%202010.pdf Shin, J., Taylor, M. S., & Seo, M. (2012, June 1). Resources for change the relationships of organizational inducements and psychological resilience to employees attitudes and behaviors toward organizational change. Academy of counseling Journal, 55(3), 727-748. Retrieved from http//ehis.ebscohost.com.library.gcu.edu2048/ehost/pdfviewer/pdfviewer?sid=5a0184b6-033b-45ea-a35a-e84a3a89923d%40sessionmgr110&a mpvid=8&hid=116