Models of Organizational Change Essay

Organizational limiting is occurring at an intense rate within young organizations, as demands to stay current with technology and marketplace trends are ever increasing. Although knowledge exists amongst management and leadership regarding the need for change, the ability to deliver the expected results of proposed changes frequently fails. Recent literature actually suggests that failures are frequently attributed to the level of employee involvement and commitment, and that employees actually play a major role in the success or failure of change within organizations (Shin, Taylor, & Seo, 2012, p. 727).There are various theories of organizational change, more of which have corresponding beats that can be applied to change shapees. Although such theories have differing strategies, most share common elements, to include a clear vision for the organization, the role of the leader in the initiative, the dialogue serve up surrounded by strike stakeholders and employees, and overcoming opposition to change. That said, it is the intention of this paper to evaluate two specific models of organizational change, and to appraise how apiece model incorporates those common elements within their framework.Kurt Lewin Three-Phase Change Theory and seatKurt Lewin proposed a trey- phase change theory in the 1940s however, his theory, together with a corresponding change model, has major implications for modern organizational change initiatives. The three phases of the model are as follows unfreeze-transition-freeze, and are meant as a straight ahead approach to organizational change. What is more, Lewins model has been utilized by many well-known corporations, and has a proven track record of success.Role of the Leader in Lewins ModelAccording to Lewin, the role of the leader in implementing the three-phase process is mutifactoral, as at each phase, leadership is central. For example, during the unfreezing phase, the leader creates a sense of urgency, which is accomplished by generating awareness and understanding of the need for change. It is withal during this phase that communication between the leader, key stakeholders, and employees is essential 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 allow for ultimately be shaped by new behaviors, values and attitudes (Kurt Lewin 3 phases change theory, 2012, para. 3). Once the transition phase reaches the point of successful re-structuring, the last(a) freeze stage must occur, and also be maintained. This is the point at which the leader must ensure that adaption to the change has crystallized, as the possibility for the organization to yield back to old ways (Kurt Lewin 3 phases change theory, 2012, para. 3) exists, unless the changes are continually reinforced.Three-Phase Change Model Overcoming ResistanceAlthough one may expect immediate tube to change, thi s 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 role to resistance is in generating motivation. This is done by dismantling the status quo through with(predicate) educational initiatives, and the provision of visible examples of proven success.Additionally, lines of communication must remain open, allowing for the building of a guiding coalescence, and the formation of an unwavering cohesiveness. Overcoming resistance also entails the leaders personal involvement, attendance 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 forward outlook is essential, which will be sustained through effective communication, on going observation, training, and even performance and reward systems (Kurt Lewin 3 phases change theory, 2012, p. 5).Three-Phase Change Model and discourseCommunication 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(prenominal) 1970s. According to Harris, the phases are sequential however, they often overlap one another (Lunenburg, 2010, p. 4). The five-phases are as follows planning & initiation, momentum, problems, turning point, and termination.Five-Phase Model Role of the Leade r unconnected Lewins three-phase model, Harriss model is less dependent upon concrete leadership initiatives at each phase. For example, per the five-phase model, the role of the leader is accentuated most at phases II-IV posited by Lunenburg when he acknowledged the importance 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 par ties with regard to perceptions and goals, demands of responsibility, conflict, and individuals not fulfilling duties and expectation (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 group 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 phase comes with a twofold strategy, which on one hand addresses voltage change failure, and on the other h and, the possibility for change success. It is also the point at which resistance to change becomes most evident therefore, the investment of leadership is lively 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 weakness, and three-phase model strength.Harriss Five-Phase Model and CommunicationHarriss model does not specifically stress the importance of communication as does Lewins model however, it is implied in the description of the leaders responsibilities at each phase. Noticeably, each of the five phases alludes to the need for le aders to effectively and consistently communicate with staff in order for certain 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.ConclusionAs 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 universe of discourse 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 we akness 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 Management Journal, 55(3), 727-748. Retrieved from http//ehis.ebscohost.com.library.gcu.edu2048/ehost/pdfviewer/pdfviewer?sid=5a0184b6-033b-45ea-a35a-e84a3a89923d%40sessionmgr110&vid=8&hid=116