a presentation on organizational change model

A PRESENTATION ON ORGANIZATIONAL CHANGE

MODEL

By Kunwar Ajeet Singh Baghel

PGDM {HR} 3044

What is change??????

• Change is the law of nature . It is necessary way of life in most organizations for their survival and growth. Man has to mould himself continuously to meet new demand and face new situations.

• Then the question arise what is the organizational change ?

• the term ‘Organizational Change implies the creation of imbalance in the existence pattern or situation.

Reason for the Change

• Change in the organization is a must whether brought about deliberately or unwillingly. The reason for change are categorized as follows, change in business conditions, change in managerial personnel, deficiency in existing organizational patterns, technological and psychological reasons, government policies, size of the organization.

Models of change

• Although there are a lots of change models and theories have been formulated by various experts and management gurus but here we will give a glance on few models of change

• At first we will discuss about Lewin’s Three Step Change Model

Lewin’s Three Step Change Model

• Most theories of organizational change originated from the landmark work of social psychologist Kurt Lewin. Lewin developed a three ‑ stage model of planned change which explained how to initiate, manage, and stabilize the change process. The three stages are unfreezing, changing, and refreezing.

Continue……(from last slide)

• Let us now consider the three stages of change.

• Unfreezing The focus of this stage is to create the motivation to change. In so doing, individuals are encouraged to replace old behaviors and attitudes with those desired by management. Managers can begin the unfreezing process by disconfirming the usefulness or appropriateness of employees' present behaviors or attitudes.


• Changing: Because change involves learning, this stage entails providing employees with new information, new behavioral models, or new ways of looking at things. The purpose is to help employees learn new concepts or points of view. Role models, mentors, experts, benchmarking the company against world‑class organizations, and training are useful mechanisms to facilitate change


• Refreezing Change is stabilized during refreezing by helping employees integrate the changed behavior or attitude into their normal way of doing things. This is accomplished by first giving employees the chance to exhibit the new behaviors or attitudes. Once exhibited, positive reinforcement is used to reinforce the desired. Additional coaching and modeling also are used at this point to reinforce the stability of the change.

Edgar Huse’s seven stage Model of Change

• In 1980, Edgar Huse proposed a seven-stage OD model based upon the original three-stage model of Lewin.

1. Scouting - Where representatives from the organization meet with the OD consultant to identify and discuss the need for change. The change agent and client jointly explore issues to elicit the problems in need of attention.

2. Entry - This stage involves the development of, and mutual agreement upon, both business and psychological contracts. Expectations of the change process are also established.


3. Diagnosis - Here, the consultant diagnoses the underlying organizational problems based upon their previous knowledge and training. This stage involves the identification of specific improvement goals and a planned intervention strategy.

4. Planning - A detailed series of intervention techniques and actions are brought together into a timetable or project plan for the change process. This step also involves the identification of areas of resistance from employees and steps possible to counteract it.


5. Action - The intervention is carried out according to the agreed plans. Previously established action steps are implemented.

6. Stabilization & Evaluation - The stage of 'refreezing' the system. Newly implemented codes of action, practices and systems are absorbed into everyday routines. Evaluation is conducted to determine the success of the change process and any need for further action is established.

7. Termination - The OD consultant or change agent leaves the organization and moves on to another client or begins an entirely different project within the same organization.

John P Kotter's 'eight steps to successful change'

• Kotter's eight step change model can be summarised as:

1. Increase urgency - inspire people to move, make objectives real and relevant.

2. Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels.

3. Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.


4. Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against.

5. Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements.

6. Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.


7. Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.

8. Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.

Any Questions???

Thank You

a presentation on organizational change model

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