Change Management: Application of Change Models - Example

Master’s Project in Change Management: Application of Change Models Introduction Application of theories of change will assist the organization in specifying goals of the change to be implemented. In this case, Lewin/Schein’s Theory of Change will be applied in the organizational change which will be implemented by the company. This organizational change is the introduction of innovative technological changes. The Lewin/Schein’s Theory of Change will help outline intended effects that directly relate to participants in the intervention and intended effects beyond the context of the intervention, but most specifically in terms of the human implications of the innovative technological changes to be implemented in the organization. Short-Term Change The short-term change that will be implemented by the organization is the introduction of computerization in the company. The computers that will be used in this organization should have general-purpose. In the short-term change, the constituents of the organization will get to be acquainted with basic computerization. Small-Scale Change The small-scale change to be adopted by the organization is enhancing the capability of all the components of the organization involved in the company processes that requires computerization. In the small-scale change, capability of the constituents of the organization in basic handling of computer software and hardware and their application will be upgraded. Long-Term Changes One of the long-term changes in the organization is the enhancement of an EDI system receive requirements/orders from large customers and send requirements/orders to vendors. These EDI formats will be created to comply with the prerequisites of big organization like the company in this case, as the small suppliers of this organization. Through the EDI system, these numerous suppliers can transact trading or business electronically with this company. Another long-term change in the organization is the enhancement of m-business capabilities to existing Internet infrastructure large-scale changes. The Internet enhanced the prospect as well as the intricacy in strategic decision - making. Mobility assures to intensify as the industry and application boundaries turn out to be more permeable. This organization can utilize investigative structure to come up with a tactically easily understandable objective for spending on mobile solutions. The Appropriate Change Model for the Project The appropriate change model for the project is the Lewin/Schein's Change Theory which is the Unfreezing-Change-Freezing Approach to Change. This theory is a three-stage model that is originally theorized by Kurt Lewin, and was later stretched by Edgar Schein. Kurt Lewin theorized a three-stage unfreezing-change-refreeze model of change that requires prior learning to be rejected and replaced. Later, Edgar Schein provided further detail for a more comprehensive model of change calling this approach “cognitive redefinition.” The first stage of this Lewin/Schein's Change Theory is becoming motivated to change. This stage is also referred to as the unfreezing stage. This phase of change is built on the theory that human behavior is established by the past observational learning and cultural influences. In this organization, the behavior exhibited by the constituents of the organization is an outcome of the past observational learning they gained from the company as well as the cultural influences. The past behavior of the constituents of the organization can be studied and assessed. The pattern of the past observational learning is not the best gauge though. It can only be a predictor of the future. Knowledge in the cultural influences to the constituents of the organization is useful in predicting the behavior of the employees. According to the Lewin/Schein's Change Theory, change requires adding new forces for change or removal of some of the existing factors that are at play in perpetuating the behavior. This unfreezing process has three sub-processes that relate to a readiness and motivation to change. In the first sub-process, there is disconfirmation where present conditions lead to dissatisfaction, such as not meeting personal goals. However, the larger the gap between what is believed and what needs to be believed for change to occur, the more likely the new information will be ignored. In the second sub-process, previous beliefs now being seen as invalid creates “survival anxiety.” However, based on the Lewin/Schein's Change Theory, this may not be sufficient to prompt change if learning anxiety is present. In the third sub-process, learning anxiety triggers defensiveness and resistance due to the pain of having to unlearn what had been previously accepted. Three stages occur in response to learning anxiety. These are denial, scapegoating and passing the buck and maneuvering and bargaining. It is necessary to move past the possible anxieties for change to progress. This can be accomplished by either having the survival anxiety be greater than the learning anxiety or, preferably, learning anxiety could be reduced. In the second stage of the Lewin/Schein's Change Theory, change what needs to be changed. This is the unfrozen stage and moving to a new state. Once there is sufficient dissatisfaction with the current conditions and a real desire to make some change exists, it is necessary to identify exactly what needs to be changed. These may result to three possible impacts from processing new information such as words take on new or expanded meaning, concepts are interpreted within a broader context, and there is an adjustment in the scale used in evaluating new input. As a result of the change, this company will have a job reorganization and task analysis due to Information Technology growth. According to the Lewin/Schein's Change Theory, a concise view of the new state is required to clearly identify the gap between the present state and that being proposed. Activities that aid in making the change include imitation of role models and looking for personalized solutions through trial-and-error learning. The third stage of the Lewin/Schein's Change Theory is making the change permanent. This is the refreezing stage. Refreezing is where new behavior becomes habitual, which includes developing a new self-concept and identity and establishing new interpersonal relationships. Plan long-term broadly. Set up meetings, round-table, discussion and other workshops and put up communicating techniques to facilitate fast assessment and come up with sets of decisions. Remove from tactical change from (or circumvent) any ultra-cautious, ultra-autocratic or compulsively-interfering executives. In general, the implications of this new technology to the people in this organization can be properly manage through user acceptance of the information systems, avoidance of resistance by users and paying attention to underlying theory about organizations. Plan to Address the Human Critical Success Factors of the Project It is empirical to address the human critical success factors of the project. Key element for success is the training of the human resource. No matter how efficient are the software and hardware that will be used to effect the change in an organization, the human resource is still of the outmost importance. Set-up long-term planning. Conduct meetings, round-table, discussion, training/seminars and other workshops. Empower /highly capable people and eliminate over-autocratic management people. Planning sessions is a vehicle to review priorities, vision, objectives, plans, methodology and assignments and responsibilities. Likewise, put up communicating techniques. There is a need to optimize Information and Communications Technology systems. Recommend Measures to Monitor the Human Change of the Elements of the Project of the Organization To monitor the human change elements of the project, several measures will be put in place. Measurement drives organizational behavior to a large degree. Using outcome measures provide data for improvement or strategy implementation. Regular improved performance appraisal system can be conducted to better promote productivity in the organization. Measurement is a key component for performance management. If performance is measured, the degree of improvement will be known. This guiding principle is critical to determine the impact of infusing change. The are current structural changes in the economy and in business practices that resulted to new information gathering and assessment techniques to assess the efficiency of organizational change infused. The quality movement, reengineering, process management, and other initiatives introduced new metrics. Change management and strategy implementation gained prominence and created new opportunities to gauge achievement. Contingency Strategies of the Organization for Managing Resistance to the Proposed Changes Organizations that attempted to infuse change usually encounter a number of constituents of the organization that resist change. This may often lead to difficulty in the implementation of a strategic change. Contingency strategies can be drafted for managing resistance to the proposed change. One good contingency strategy is for the managers to be equipped with a thorough understanding of the need for change. The manager should also understand comprehensively the type of change needed by the company. This change should be communicated with the stakeholders of change including the employees. An open and transparent discussion of change is a good tool in minimizing the resistance to change. Convergence is another alternative strategy which involves fine-tuning of the change strategy and the organization. This is usually done for the change strategy and the organization to jive with each other with consideration to the environment. The aim of this aside from reducing resistance to change is to achieve improved efficiency and effectivity. Wal-Mart is one company that is adopting continuing tweaking of strategy and operations as a convergence type of strategic change. Conclusion This paper found that an appropriate model for developing a healthy organizational culture comfortable with change in the case of this company which will infuse information communication technology change is the Lewin/Schein's Change Theory. Based on the thorough analysis of the applicability of this change theory, it is clear the it is very important for every stakeholders of change to be prepared for change, the possibility of resistance and failure that can affect the organization in the process of change. The people in the management must be knowledgeable on the type of change to be effected and how the change will contribute to the success of the company. Information Communication Technology will serve as the key engine behind the possible success of this organization. The change plan must have a definite and accepted definition of all the programs, software, hardware, cost requirements and training/seminars needed. It is highly recommended that for change to be effective, map the organizational change. This will make every stakeholders knowledgeable of the change, every stop ahead of them and these stakeholders will have the capability and opportunity to be able to communicate any necessary additional changes. References Davis et al., 1989. User acceptance of computer technology: a comparison of two theoretical models. Management Science. v5 i8. 982-1003. Wirth, Ross A. 2004. Lewin/Schein's Change Theory: Unfreezing-Change-Freezing Approach to Change. http://www.entarga.com/orgchange/lewinschein.pdf. Schein, E. H. 1995. Kurt Lewin’s change theory in the field and in the classroom: Notes toward a model of managed learning [WWW document] (74 paragraphs). URL http://www.sol-ne.org/res/wp/10006.html [2002, March 20]. Also URL: http://www.a2zpsychology.com/articles/kurt_lewin's_change_theory.htm [2004, September 9]. Schein, E. H. 1999. The corporate culture survival guide: Sense and nonsense about culture change. San Francisco: Jossey-Bass Publishers. Smith, M. K. 2001. Kurt Lewin: Groups, experiential learning and action research. [WWW document]. URL: http://www.infed.org/thinkers/et-lewin.htm [2004, September 9]. Read More