CHANGE MODELS 6
Al-Haddadand Kotnour (2015)define change as a continuous act of becoming different. Change is asignificant dynamic in any business for the assurance ofmodernization and conformation to the latest trends in the marketwhich are continuously shifting (Will, 2015). Therefore, businessesneed to change their trading protocols to keep up with the prevailingmarket conditions. Thousands of scholars have conducted studies inthis field, proposing change models that clarify how change can beintroduced and maintained in organizations. This paper will discussthe Kotter and Lewin models of change, explaining the differentstages of the models. Also, this essay will compare and contrast bothmodels of change. Additionally, this essay will explain the impact ofeach model on implementing change and resistance to change.
According to Al-Haddadand Kotnour (2015),Lewin’s change model has three phases: the unfreezing, thechanging, and the refreezing stages. In this model, the creation of apositive employee perspective towards change is emphasized. The firststage of Lewin’s model of change involves the realization of theneed for organizational change (Baker, 2016). This is achieved by anassessment of potential weaknesses on the current organizationalstatus quo. Once the areas that can be upgraded are identified,Al-Haddadand Kotnour (2015)observe that the second stage of Lewin’s model ensues. The changingstage of Lewin’s model proposes the involvement of employees bymaking them learn and appreciate the importance and advantages madeavailable by the unanticipated change (Al-Haddad& Kotnour, 2015).The third and final stage of Lewin’s model postulates thesolidification of the newly applied changes.
On the other hand, Friedman(2015) observes that Kotter`s change model has eight steps. The firstphase of Kotter’s model involves a company’s executives’ actionof convincing their employees on the necessity for change (Will,2015). The second step involves the institution of a sense of urgencyto change (Al-Haddad& Kotnour, 2015).This is done to ensure that the employees feel the need and can thusbe motivated to change (Friedman, 2015). The third stage, accordingto Al-Haddadand Kotnour (2015),is the creation of a guiding coalition which is consisted of peoplesharing the same notions for change. The fourth phase involvescompany executives building a chance for the visionary change. Thisserve to ensure all the people in the organization get to know thedetails of change (Friedman, 2015).
In accordance to Friedman(2015), the fifth stage of Kotter’s model is the broad- basedaction phase. It is carried out with the sole intention ofeliminating any obstacles blocking the change. The sixth phase ofKotter’s model, as Al-Haddadand Kotnour (2015)state, transpires throughout the entire process of change: and itinvolves the setting up of short terms goals. The objective of thisstage is to ensure that there is sufficient motivation and enthusiasmto support change throughout an organization’s life cycle(Friedman, 2015). The seventh step involves the consolidation of thebenefits emanating from the change. This step helps to comparerealized gains with those projected for the future (Will, 2015). Thefinal step comprises of amalgamating the change with the culture ofthe organization. This is to ensure that the obtained traits areenhanced in the organization (Al-Haddad& Kotnour, 2015).
Evidently, both models ofchange bear close similarities and differences as well. A closescrutiny of the models of change brings to light, the fact that bothof them are fueled by a need to maintain organizational status quo(Al-Haddad& Kotnour, 2015).Both models of change vouch for the identification of redundantorganizational processes that need to be modified (changed) toguarantee industrial relevance (Will, 2015). What’s more, bothmodels are similar by virtue of the fact that they stress thenecessity of strengthening desirable employee traits for thesuccessful implementation of change in an organization.
Third, both models of changeare similar on the basis of the fact that all of them involve tieredprocesses of change execution. Kotter’s model of change iseight-phased, whereas Lewin’s model is three-phased. Therefore,these models of change are similarly structured theoretically (Will,2015). Fourth, both models of change are similar because they bothcanvass for the involvement of employees in the process of change.They do this by encouraging the development of employee traits thatsupport the implementation of change in an organization.
Clearly, these models ofchange have more similarities than differences. However, the mostconspicuous difference between these two theories is that one is athree-phased scheme, whereas the other one is an eight-phased scheme.As clarified initially, Lewin’s model of change consists of threestages of change. On the contrary, Kotter’s model involveseight-steps of organizational change implementation. Kotter`smodel often uses data for analysis. Despite the fact that both modelsvouch for organizational change, they are different because one ofthem is eight-phased whereas the other is three-phased.
Both models have a greatimpact on change implementation. However, Kotter`s model would have agreater impact on the process of implementing change and reducingresistance to change in an organization. This is simply becauseKotter’s model of change provides a comprehensive framework for theimplementation of change in an organization. Kotter’s modelconsists of eight steps that provide more guidance on organizationalchange implementation.
Incompatibly, Lewin’s modelof change would not have a matching impact on implementing change andreducing resistance to change in an organization. This is becauseLewin’s model provides three phases of the process of changeimplementation. Lewin’s model is more like a summary of Kotter’smodel, implying that it provides scanty information on implementingorganizational change. If two groups of executives were to apply onemodel of change each, the team that will employ Kotter’s model willnot experience turbulence implementing change. In light of this fact,Kotter’s model would have a greater impact on implementingorganizational change and reducing resistance to change than Lewin’smodel of change.
Al-Haddad,S., & Kotnour, T. (2015). Integrating the organizational changeliterature: A model for successful change. Journalof Organizational Change.Retrieved December 12, 2016.
Baker, P.(2016, March). Organizational Change Management Strategies inModern Business. Journalof Organizational Change.Doi: 10.4018/978-1-4666-9533-7
Freidman,B. (2015). John Kotter: Force for Change. Conversationson Leadership, 141-154.doi:10.1002/9781119199526.ch8
Will, M. G.(2015). Successful organizational change through win-win. Journalof Accounting & Organizational Change,11(2),193-214. Doi:10.1108/jaoc-06-2013-0056