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It is also comprehensive and relevant that it has not required revisions – unlike others – to remain relevant to its subject. The major concepts of this theory are unfreeze, change, and refreeze (freeze) (Gerth, 2013).
This stage comprises readying the organization to acknowledge that change is inevitable. Preparation involves dislodging the existing status quo before starting to construct a new strategy of operating (Gerth, 2013). Crucial to this is creating a powerful message demonstrating why the status quo cannot continue. This is the most convenient to develop when the organization can attest to declining revenue, worrying client satisfaction surveys, poor financial results, etc. These indicate that things must change in a way that all stakeholders can understand (Schunk & Meece, 2014). Successful preparation of the organization requires starting at its core – the people in charge of driving the change should confront the notions, values, behaviors and attitudes that presently define it.
After the risk created in the unfreeze phase, the change phase is where the organization starts resolving its risk and looking for new approaches to doing things. People start behaving and believing in ways that back the new dimension. The shift from the unfreeze stage to this phase does not occur overnight (Schunk & Meece, 2014). Employees take time to accept the new dimension and proactively participate in the transition. The Change Curve, an affiliate change model, concentrates on the specific concern of personal changes in a dynamic environment and is appropriate for comprehending this particular issue more comprehensively (Schunk & Meece, 2014).
As the changes happen and people have accepted the new methods of working, the organization is primed for refreezing (Schunk & Meece, 2014). The superficial signs of this phase are a stable company chart, uniform job descriptions, etc. The refreeze phase should also
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Based on the various changes that are currently being experienced in the field of technology, marketing and management fields, companies are emulating various strategies to be in line with the changes. The growth in technology has for example impacted on the production process of most firms resulting to their expansion and large volume of products.
Such changes are prompted by the constant changes in technological applications and globalization. Individuals and organizations have to adapt to these changes if they are to survive in this competitive world. Technological developments such as the use of social media and presence of new ideas and information are adopted by the flexible organizations making them thrive.
Organizational Change is inevitable and unavoidable. It is an essential part of organizational creativity and innovation. Failure to embrace change and offering undue resistance will cause an organization to be left behind its competitors. Change is multi-faceted and may be caused by internal factors like takeovers, mergers and acquisitions or external like emergence of new technologies, economy fluctuations and recessions.
The field theory experienced influence from the side of physics, Gestalt psychology and psychoanalysis, but, nevertheless, it is absolutely original.
Kurt Lewin developed his field theory in order to resolve the uncertainties that existed in the Gestalt psychology.
The idea that cannulation is solely the responsibility of the medical staff needs to be changed. The nurses in the unit need to believe and accept that it is their responsibility to safely and effectively manage the patients on intravenous therapy (NMC, 2004).
The differential perceptions between these provide the dynamics for change management. Organizational development implies application of behavioral sciences to the business holistically for planned development of strategies, structure and processes for improving the effectiveness of the organization.
They are unable to manage themselves, often with the result being that they end up getting worse than better. Something needs to be done to improve their conditions and standard of living.
When pulling further on this thread of thought, a solution unraveled was to provide them a 24x7 specialist nurse, of course specializing in diabetes and on coping with the condition.
While one can enter into the field of nursing with their own idea of what skills are going to be necessary; as well as with many opinions on how various situations should be handled, there always needs to be a good deal of preparedness for any type of change that might take place suddenly, or over time.
The involvement of front line staff in planning groups and key decision – making processes promotes a feeling of empowerment that helps to overcome their resistance to the change and enables them to understand the importance of the project and how it will benefit the
As the saying goes, "Change is inevitable." In the current competitive business world, companies need to constantly change their processes so that they can survive in the market (Cummings, 2009). Change is no longer optional for companies, and they now have to learn how to love change so that they can have a competitive advantage.
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