Practice of Organizational Change - Assignment Example

Change Management Introduction This paper discusses a perspective on the theory and practice of organizational change, through examination of relevant current research. Specifically, the paper will begin by describing three techniques and methods for the diagnosis of external and internal pressures for change in organizations. The three general models of change to be reviewed are Lewin’s change management model, McKinsey 7-S model and the Kotter’s 8-step change Model. As it has been seen in the previous discussion, the use of a diagnostic tool or method helps in determining what is wrong with an organization (gathering information and testing to find what ails the organization, department, or work unit), so that the treatment (intervention) selected is appropriate. Accordingly, diagnostic models provide a systematic “checklist” of issues from different angles of an organization. Ultimately, this can help determine least obvious causes of problems, or the full range of issues that need to be corrected or tackled. The selected model is Lewin’s change management model. Literature Review According to Graeme (2006), Lewin’s model, created in the 1950s by psychologist Kurt Lewin, offers a simple outline of what all change involves.  It takes into consideration the basic assumption that because of the competing forces, which are at equilibrium, a condition inevitably occurs, and adjusting these competing forces results to change. Lewin, in his explanation of the model, pointed out the existence of three stages of change which majority of the people experienced; however, most seemed to prefer operating within certain stretches of safety zones. The first stage is called the unfreeze stage, whereby most people will be actively participant in making efforts aimed at resisting change. This is due to their normal nature of fear of the outcomes a particular change may bring about. However, he explained that overcoming this tendency would only be achieved through motivation and proper explanation of the positivity of the change. The second stage of change involves the transition period whereby the organization goes through a period of change, mostly lasting for an undefined amount of time. In order to effect successive transition, active leadership has to play a major role as it provides the necessary guidelines and motivation for effecting change. The final stage of Lewin’s model of change management is called the refreeze stage. In the event of a successful transition period, the organization starts to go back to its stability phase, operating under new and improve guidelines. This change model stands as the most widely used in organizations, but despite this, it still takes longer periods to implement. Its vast use in majority organizations owes to the fact that it is quite simple to effect. Burnes (2013) has examined the context of organizational change from the viewpoint of complexity theories and lewins planned approach. From the article, Lewin’s model has always been considered for being mechanistic or rigid and having just a simplistic view of the concept of organizational change. From the perspective of complexity theories, the author presupposes that there would be no relationship between Lewin’s model and the concept of change. However, from the findings, the author has managed to establish that that is not true. Accordingly, the study commenced by reviewing the four elements which make the planned change, namely Group dynamics, Field theory, the 3-step model and Action research. According to the author, these elements provide a rigorous and insightful approach to changing organizations. On examining the complexity theories, some significant implications relating to internal democracy emerged, and they include; the most beneficial form of change and the role of order-generating rules. The author also looked at the similarities between Lewin’s planned approach and the complexity theories. It emerged that the commitment of Lewin to extent democracy in organizations was in line with the complexity theories. It also was clear that Lewin’s change efforts-self-organizing groups and teams in organizations were similar to the third type of change advocated by the complexity theories. In fact, this article has helped to show that instead of being outdated as perceived, Lewin’s planned approach to change shares much common ground with those seeking to apply complexity theories to organizations. However, given the democratic, self-organizing and group-based nature of Lewin’s model, if an organization wants to advance or move forward by adopting the complexity approach, they cannot be able to do so through Lewin’s approach. Sarayreh, Khudair and Barakat (2013) also examined the relationship between planned change and complexity theories. Just like Burnes (2013), Sarayreh, Khudair and Barakat indicate that Lewin considered effective change as a group activity. This is because, unless routines and norms of a group are completely transformed, it will be challenging to sustain the expected changes to individual behavior. In organizational terms, as advanced by Lewin, refreezing often requires or presupposes changes to the practices, culture, policies and norms of an organization. The authors, in their conclusion, agree with the findings of Burnes (2013) that the equivalence between the work of Lewin and the point of intersection between theorists is evident in the way that the four elements of planned change offered a process of both identifying and transforming rules of generating orderliness. From the findings of Sarayreh, Khudair and Barakat (2013), it is apparent that on top of complex theories, systems theory was also applied. From their findings, systems theory supposes that an organization is an intricate or complex system with limits, but allows, input and output. Given that, the organizational system subsists within a larger external setting that is continuously exerting pressure on its limits and encouraging interaction; systems theory recognizes that any change created would be transmitted throughout the system. In other words, system theory is similar to scientific pressure law that if a change occurs on any part of the system, other parts must also change in order to accommodate the new change or the resultant new system. The theory is consistent with Lewin’s change model. Lewin’s change model generally demonstrates action and steps that are interconnected or simply flow from one to another. Lewin’s change model is particularly valuable for moving from one state to another in the future, providing steps in a sequential order. However, in practice, the steps created in this change model are not as perfectly linear as depicted theoretically. In addition, though present steps are linearly, some overlap will always exist between steps (Sarayreh, Khudair , & Barakat, 2013). Similarly, change is not as linear or as straight as depicted in any model of change. Hashim (2014), in his study on organizational change, focused on how the concept of the organization change works. When change management takes place in the organization, the question is how best one can manage change. The author, just as in the previous findings, holds that there are four approaches to change management. For instance, Lewin classifies three-step models of the process of change, they include; organizational development, action research, and kotters eight-step plan. The author has examined different steps of models of change. In Lewin’s model, the author holds that unfreezing helps in overcoming the pressure of both group conformity and individual resistance. On the other hand, movement-desire-end-state helps in transforming organizations from their current state to a desired state. Finally, the author holds that refreezing helps in strengthening the new change, and stabilizes a change intervention by balancing both limiting and driving forces. The author has further used Kotters eight-step plan to elaborate the Lewin’s model. According to the author, the eight-steps developed by Kotters can be adopted to implement change. According to the author, the eight-steps emphasize why a change in needed, and form the much needed power to direct the change process. Accordingly, the eight-step process creates a new vision for directing the change, communicating vision in an organization, and helps in removing the barriers and empowering people to act on the vision. Finally, the eight-step process helps in creating short-term rewards to encourage movement towards the change, encourage continuous improvement and strengthen the change by establishing the links between new behaviors. Just like other scholars who have examined the process of change in organizations, Hashim (2014) agrees that organizational development is vital as it plays a critical role in the management of change within an organization. The author further defines the concept of organizational change as an assortment of interventions for the planned change, established on humanistic democratic values that aim to improve the wellbeing and performance of employees, and organizational effectiveness. Hashim (2014) has also includes organizational development techniques in his study. According to him, the change agent takes into consideration a good number of techniques in order to deliver organizational development. Some of the techniques include; sensitivity training, inter-group development, team building, consultation process, appreciative inquiry, and survey feedback. These are consistent with the findings of Burnes (2013), which hold that organizational development techniques are important and should be adopted by individuals who drive the change in order to bring about successful development in the organization. In short, the authors have demonstrated that for a change to take place within an organization, organizational development is imperative. Graeme (2006) compares Lewin’s change management model with the McKinsey 7-S model. The author holds that in order to make use of this model of change effectively, the following important factors need to be implemented collectively; strategy, style, shared values, systems, skills, and Structure. Supporting the above point of view, Pothiyadath and Wesley (2014), in their study on Lewins change management model, held that many models developed involve the vital factors such as equipment and infrastructure, but unlike the McKinsey 7-S model, none of those models emphasizes human resources as the critical cause of performance, particularly in a transformed setting. In fact, this is evident when the 7-S is considered: Structure, Skills, Strategy, Staff, Systems, Style, and Shared values. The article has emphasized on the importance of developing methods and strategies that lead to competitive advantage in the market. One such method or strategy emphasized is enhancing internal strength using the organizational human resources. The findings are consistent with those on Lewin’s Model. Under Lewins model, a change made at one point on the system is transmitted equally throughout the system. As Pothiyadath and Wesley (2014) indicate, although the McKinsey 7-S model is not hierarchical in working, implementation of one component would automatically affect others. Therefore, the success on individual parts of the model must be carefully handled. A review of previous literature shows that there is no fit scale for measuring the implementation of the McKinsey 7-S model. However, this study has attempted to develop a scale that can measure the implementation of 7-S model on the public organization. The authors conclude that for a change to realize or get the organizational strategic fit, particularly in a changed setting, it may also occur via carefully implementing the 7-S by the organization. Mourfield (2014), on exploring the Kotter’s 8 Step Change Mode, presupposes that an organization can only manage to successfully go through a change process if all the eight-steps are followed. From his study, the eight-steps function as a guide upon which the message of change is relayed to people working in an organization. The message in this framework is aimed at changing the behavior of people in an organization as well as how the change can transform the way organizational leaders approach or view change management. Task 3 Swan Care With over 50 years of experience, Swan Care boasts of providing a variety of services for the aged, mostly people living with disabilities or dementia. The extensive services provided by this organization are specifically designed in a manner that promotes the maintenance of independence, improvement in the quality of life of its clients and ensuring early entry into residential care is avoided. The organization works in line with philosophical values which nurture independence; it makes use of a wellness approach in delivering services. This approach ensures services are delivered in an excellent manner that would enable the clients to build on steps towards attaining self independence thus improving their quality of life. Swan care employs the use a number of qualified and dedicated volunteers who work effortlessly in providing services. This technique utilizes the concept of limiting expenditure on staff, while at the same time maximizing on client satisfaction. The organization structure of swan took the initiative to outsource most of its activities to this group of dedicated volunteers, giving its existent workforce the much needed rest from the tiresome job they previously undertook. Reason and forces for change of Swan Care Swan Care group was operating under traditional systems that could not give information in real time about the situation of the old people under its care. With this, an intelligent building solution system was adopted to support the organization create a community environment for seniors, which fosters wellbeing, self-worth and confidence. The key feature of the system is interoperability. This is because; the system is interoperable with virtually any system as the messaging allows the connection a range of protocols and interfaces. The system is highly sophisticated and scalable as is inbuilt with multiple applications. The primary initial use for the new system was risk assessment, with monitoring of smoke, water, gas, use of electricity, as well as the potential level of risk resulting from the use of the system. When such a level is attained, a message is transmitted via the phone. In other words, the system is interfaced. Furthermore, if not responded to, the system alerts a third party. There is also a high-speed internet connection, security and video services, assistance call and call nurse options. The system also has the potential for linking to external services, call centers and health professionals. Application of the Lewin’s model of Change The first stage is called the unfreeze stage, whereby most people will be actively participant in making efforts aimed at resisting change. From the beginning, the system faced many challenges, as there were no standards, and uncertainty. Another challenge emanated from the clients. Old people always have difficulties or limited knowledge about the use of the system. Mainly, in this case, the challenge was enhanced by their state of health, location and at times finances. The senior management also had a negative attitude towards the system. This is evident in the way they resisted access to the user interface due to physical disability, which restricts the ability to handle the device. In addition, health professionals faced challenges when using the system, as they did not have enough training. They did not only know how to use the system, but also how to act on the information that was presented to them by the system. However, as presented in Lewin’s model of change, the company overcame these challenges by training health workers on how to use the system. In addition, they informed the clients on how the system works. With regard to clients with physical disabilities, their assistants were informed on how to use the system. Lewin supposed that such kind of challenges might have been occasioned by their normal nature of fear of the outcomes that a particular change may bring about. However, he explained that overcoming this tendency would only be achieved through motivation and proper explanation of the positivity of the change. This is what the company did to overcome the challenges. Problems in cultural change From the evaluation, the cultural plan was actually executed based on a top-down approach. This approach totally overlooked the participation of the workers as related to other organizations. In fact, employees suggested that the organization should have a down-top approach, in order for them to participate and feel satisfied. According to employees, it would be an important approach, as it would not just instruct them on what they are supposed to do alone. Result of cultural change The Swan Care group has also achieved encouraging results from cultural change, as the workers are now becoming conversant with their responsibility and accountability. In addition, the organization has empowered its workers to offer better services to the clients. Basing on Lewin’s model, in order to effect successive transition, active leadership has to play a major role as it provides the necessary guidelines and motivation for effecting change. The organization successfully managed to bring about change when it invested in the training of employees on certain technical aspects. Basing on the Lewin’s Model, the final stage is called the refreeze stage. In the event of a successful transition period, the organization starts to go back to its stability phase, operating under new and improved guidelines. In the case of Swan Care Group, after solving all the challenges that were presented by the system, it eventually became a channel for health information, advice, and communication for the management of chronic illness, transfer of data and links to the family as well as other significant social connections. Summary of your findings The applied framework is Lewin’s model of Change Management. From the examination, the Lewin’s model is useful in diagnosing Swan Care Group. As it has been seen, the change involved an intelligent building solution system, which was aimed at easing the services provided to clients. Using the first step of Lewin’s model, several challenges associated with the implementation of the system were identified. The main ones included the lack of information about the system itself, disabilities of patients, lack of support from senior management and lack of employee training on how to use the technology and respond to feedback. However, with the model, I was also able to find out some endeavors made by the company to solve the challenges associated with the implementation of the new system. Some of them comprise retraining the staffs, and passing of information to patients. Using the final stage, refreeze stage, I identified that, upon arresting the contagious issues associated with the system, the organization was able to apply it successfully in obtaining information from patients and acting on it in time. In general, the main areas of organizational weakness that could be addressed with 3-4 targeted OD interventions in cultural adaptability to the new system, structural alignment with the organization, and staff training to take the change positively. These areas have been selected because they pose some challenges to the success of the adopted change. References Burnes, B. (2013). Kurt Lewin and Complexity theories back to the future. Joumal of Change management, 4(4), 309-325. Graeme, M. (2006). Managing People and Organizations in Changing Contexts. Burlington, MA: Elsevier Ltd. Hashim, M. (2014). Organizational change: Case study of GM. Journal of Business Administration and Management Sciences Research, 3(1), 001-005. Mourfield, R. (2014). Organizational Change: A Guide to Bringing Everyone on Board. spea undergraduate honors, 1-28. Pothiyadath, R., & Wesley, R. (2014). Developing a Measurement Scale for 7-S Framework. IOSR Journal of Business and Management, 16(1), 14-16. Sarayreh, B., Khudair , H., & Barakat, E. (2013). Comparative Study: The Kurt Lewin of Change Management. International Journal of Computer and Information Technology, 2(4), 624-628. Read More