...This essay aims to describe a change in an organisation drawing on the theories of organisation, partnership and theories like systems change of social work. It will identify and analyse any barriers to change and examine the change plan using Lewin’s model of change. The essay will look at methods of intervention and relate to professional development. The organisation I work for is a charity which operates across twenty three London Boroughs. It aims to support a diverse group of different service users of various ethnic origins such as African – Caribbean, Asian, British etc. A wide range of services are provided covering various mental and general health needs of vulnerable people, as well as supporting families and people at risk of...
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...Management Models by Lewin’s is the first process someone must understand, when to apply the changes, so the company could run easily. This isn’t an easy task for all managers. In today’s business world all managers have to recognize why they need to change the way they conduct business in their perspective companies. We live in a fast eloquent world that is changing so rapidly that organizations must also change expeditiously. Companies that handle the changes fast will thrive and the others will struggle (MindTools.com, 2015). Changes Management Models In order to describe the Lewin’s Change Management Model one must have to understand how his management model works. Most companies have been utilizing his management model technic for many years and were able to strive, and for others that didn’t they just struggle to survive. For some organizations and management to say its time to reevaluate and come up with a solution to change things around it’s hard. At the beginning all organizations like the people that run the business don’t like the idea of change. But this must have to be done in order to survive and continue with the business. With the creation of the World Wide Web everything has to change the way business is being conducted. Nobody knew how far this was going to takes us, to how start thinking in whole different aspect (MindTools.com, 2015), (Study.com, 2015) Lewin’s management model consisted of three words Unfreeze, Change and Refreeze...
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...Organizational Change Process HCS/587 October 14, 2013 The Phases in the Organizational Change Process Spector (2010) stated “organizational change is typically initiated in response to a trigger event or a shift in the environment that precipitates a need for altered strategies and new patterns of employee behavior” (p.18). According to Spector (2010), to understand and analyze the dynamics of change it is important to sort out and distinguish the different approaches that can be taken. In chapter one Spector gives the reader insight into the Concord Bookshop, a bookstore that is in the process of implementing new changes. Spector (2010), states that “for the Concord Bookshop, the increasing penetration of online booksellers into the store’s market space triggered the requirement for strategic renewal” (p.18). Kurt Lewin developed a change model to assist organizations such as the Concord Bookshop with changes. There are three steps in Lewin’s model and they are:...
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...Analysis of Lewin’s Force-Field Theory of Change Management and Organizational Behavior Abstract This core content of this research is concentrated around Kurt Lewin’s Force-Field Theory of Change and how it affected the landscape of the business word and how it applies to the world we live and operate in currently. Many of theories and principles that are generally accepted in the business world today derive from some of the principles outlined by Lewin and his research. His work has been discounted by scholars as it is deemed to be outdated and not applicable to the current world. The paper specifically looks at certain ways in which Lewin’s principles do still apply and how the Force-Field Theory is still a foundational value throughout much of the business world whether directly or through an evolutionary process. It is with this in mind that the paper is created and analyzes real world cases where this process has been executed to successfully help firms and also where it has been abandoned with consequences for other businesses. The creation and implementation of the main focus principles of Lewin’s Force-Field Theory is explained in depth and demonstrates how firms in the present can learn foundational and evolved theories from the work that Lewin executed in the 1900s for success in the present and future of firms across different platforms of business segmentation. An Analysis of Lewin’s Force-Field Theory of Change During his life, Kurt Lewin analyzed change before...
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...Change Management Memo Breakfast is the most important meal of the day, which is why we are pleased to announce this major change to our corporation. Taco Bell will now be open for breakfast! Our breakfast is going to be launched started in mostly the western states and a select few states in the south that will be on a trial run. Breakfast is going to start around 9:00 o’clock a.m. and we are going to stop serving at 11:00 a.m. The main breakfast item on the menu will be breakfast burritos. Burritos will be filled with eggs, cheese, and the customer’s choice of bacon, sausage, or steak. We will be teaming up with different partners such as Cinnabon©, Seattle’s Best Coffee©, and Johnsonville©. Type of Change Involved The idea is to bring breakfast to the daily menu. Millions of customer visits different fast food restaurants to get breakfast in the mornings and with millions of dollars in profits back in 2014, the purpose is to create a new market and extend our possibilities of growing financially and create a different image that will attract a targeted number of new customers. Ever since the establishment of the company, the growth on popularity was attracted a great percentage of Male customer leaving a great number of possibilities to grow on different demographics. Not only did the menu introduce completely new tastes to the brand, but it’s also helping tap into previously hard-to-reach demographics—women in particular. “People who … may not have been attracted to Taco...
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...Change is an unavoidable part of working and living. People can react to change, the stress change causes could be huge, and change could provoke some resistance from the followers to the proposed change by the leadership. If it is presented well, it is possible for it to be an opportunity for the development of a professional rather than additional problem with which nursing staff and their patients have to deal with. Some changes could be unexpected; many are stimulating, leading us to new challenges and opportunities. Anytime changes occur too quickly, it can make us very uncomfortable. Most of the time change is difficult and the leader and the follower will stress because there would be resistance from the followers. The team would question why they would have to leave their comfort zone to experience what they do not know what the outcome would be. The leader must be ready to present to the followers all the objectives for the change and the reason must be genuine. A committee may be formed to research on the way the change will be executed. The outcome of the committee findings will be presented to others, so in a way the idea is not going to sound as if it is it from the leader only or that the leader is imposing on the followers. Two models of change will be discussed in this paper: they are Lewin’s model of change and IOWA model. Lewin’s model of change explained the stages of change process using the changing of ice block. His model was described using these terms...
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...Identify the issue you consider to be the most critical for the I & D team to address and discuss how the Systems Model of Change might be applied to resolving that issue. The most critical issues facing the Innovation and Development team are how the opening of more branches will affect the team’s ability to develop new products and services. The Systems Model of Change approach takes a look at the “big picture” perspective of organizational change. The Systems Model of Change has four components input, strategic plans, target elements of change, and outputs. The System Model of Change can be applied by developing the “what” and “how” the innovation and Development team and branches will perform. The team will has to decide what the input is for the Innovation & Development team. This can be done in a very clear and concise mission statement. Once an agreement is reached on the input they must then develop the strategic plan to reach the goals set in the mission statement (inputs). The strategic plan will outline the company’s directions and steps needed to achieve the goal. The target elements of change also need to be defined. The last step, output, will represent the end results of the change. The Innovation and Development team has already developed a mission statement. The mission of the Innovation &Development team is to provide a test bed for creative ideas to increase customer satisfaction and grow revenue. Now the team has to figure of the “how” portion...
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...Change is an inevitable part of any organization. Organizations are faced with the challenge of choosing how to correctly handle the organizational change process. Establishments have two options when it comes to the change process they can choose to handle the change with organization and proper planning or they can choose to implement the change without ensuring proper planning or implementation. Many theoretical models have been established to ensure that organizations have references to use when implementing change in an organization. Below Kurt Lewin’s change model will be explained and used to analyze the change that occurred several years ago at successful independent bookstore called Concord Bookshop. The Concord Bookshop is a 64-year-old independent bookstore in New England that underwent big changes. Kurt Lewin was a psychologist who studied change implementation. Lewin’s change model includes three phases the unfreezing, changing, and refreezing stage. The first stage in Lewin’s model is the unfreezing stage. In this stage the individual or individuals are proposing a process to change and have to provide the individuals affected with an understanding of why this change is necessary. Nancy Borkowski (2005) states that the unfreezing stage is when the, “workers involved in perpetuating resistance acquire an understanding of variances that exist between current practices and behavior and desires activities and behavior” (p.384). This stage did not occur during the...
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...management change is, Moran and Brightman (2001) see it as the continual process of renewing a business’s direction to meet the changing needs of internal and external customers efficiently and effectively. To add on this the culture of an organisation is seen as the underlying values, expectations and assumptions (Cameron, 2008). This highlights how deeply embedded the concept of culture is and how it has a major influence on a business (Deal and Kennedy, 2000). (ii) To change to a role culture CastleHomes will have to use initiatives that bring about the change efficiently and effectively. To do this two models will be applied to the organisation, Lewin’s three step model of change (1951) and Dobson’s four-step approach to culture change (1998). By applying these two models it should provide the business with a sound understanding on which initiatives to implement. Lewin’s three step model of Unfreeze, Change and Refreeze was one of the earliest pieces of work on planned change and is still widely applied today (Myers et al, 2012). Another reason for using this model is because it’s practical nature as it’s easy to understand when looking at complex issues surrounding change (Levasseur, 2001); though many theorists see this model as outdated and only relevant to small scale changes in stable environments (Burns, 2004). To ensure the initiatives are relevant Dobson’s model will also be implemented. The reason for this is because it can be related to Lewin’s model and...
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...VOLUME 8 NUMBER 1 2004-2005 Comparison of Change Theories Alicia Kritsonis MBA Graduate Student California State University, Dominquez Hills ABSTRACT The purpose of this article is to summarize several change theories and assumptions about the nature of change. The author shows how successful change can be encouraged and facilitated for long-term success. The article compares the characteristics of Lewin’s Three-Step Change Theory, Lippitt’s Phases of Change Theory, Prochaska and DiClemente’s Change Theory, Social Cognitive Theory, and the Theory of Reasoned Action and Planned Behavior to one another. Leading industry experts will need to continually review and provide new information relative to the change process and to our evolving society and culture. T here are many change theories and some of the most widely recognized are briefly summarized in this article. The theories serve as a testimony to the fact that change is a real phenomenon. It can be observed and analyzed through various steps or phases. The theories have been conceptualized to answer the question, “How does successful change happen?” Lewin’s Three-Step Change Theory Kurt Lewin (1951) introduced the three-step change model. This social scientist views behavior as a dynamic balance of forces working in opposing directions. Driving forces facilitate change because they push employees in the desired direction. Restraining forces hinder change because they push employees in the opposite...
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...integral part of OD package. OD values and assumption developed from research and theory, by behavioral scientist and from the experiences and observations of practicing managers. OD values tend to be humanistic, optimistic and democratic. (d) The knowledge base of OD is extensive and is constantly being upgraded. The most important concept on which OD is constructed is as follows: i) Model & theories of planned change : Organization development is directed at bringing about planned change to increase an organization's effectiveness, generally initiated and implemented by managers, often with the help of an OD practitioner either from inside or outside of the organization. Organizations can use planned change to solve problems, to learn from experience, to reframe shared perceptions, to adapt to external environmental changes, to improve performance, and to influence future changes. The theories describe the different stages through which planned change may be effected in organizations and explain the process of applying OD methods to help organization members manage change. (ii) System theory: The organization is an open system, which interacts with the environment and is continually adapting and improving. The organization influences and is influenced by the environment in which it operates. If an organization is to be effective it must pay attention to the external environment, and take steps to adjust itself...
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...Matrix of Theoretical Models HCS/587 Theoretical Model | Description of Theoretical Model | Type of Health Care Change Situation Where Model Best Applies | 1. Kurt Lewin’s field theory model 2. Lippitt’s change theory model | Kurt Lewin’s field theory model has three stages of change: * Unfreezing * Change or Moving * Refreezing The unfreezing stage requires altering the patterns of employee behavior. The employee adaptive behavior must align with the organizational goals and vision. The lack of alteration in behavior changes can result in employees’ resistance during the implementation process. The management should communicate effectively with the staff explaining the need for change. The management should encourage the staff to submit their ideas and be a part of the change process. The change stage refers to the introduction of new organizational policies and procedures. The management should ensure that the affected staff fully understands the reasoning behind the changes and offer support for adapting the new organizational business culture. It is imperative that management includes the staff in the development of new policies and designing the new procedures. The refreezing stage requires reevaluation of the implemented procedures in which the management evaluates the efficacy of the implemented changes and makes adjustments to meet organizational goals (Borkowski, 2005). The management should seek feedback from the staff and fine tune the...
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...Change Management Memo Daniel Downs, Christina Hongach, Tammy J. Rosenlund, Nicole Shoop HRM/310 September 23, 2013 Tiffany Mytty-Klein Change Management Memo Type of Change To streamline the customer service area of Apria Healthcare as well as reduce costs and improve workplace efficiency, the organization decided to change how and where the customer service department operated. Originally, each branch location would have a team of local customer service representatives to help customers who consisted of patients and referral sources. The customer service representatives would answer incoming phone calls, take equipment orders, explain insurance coverage, answer customer questions, and assist walk-in customers. Because the majority of the customer service representative work was conducted on the telephone and did not require face-to-face contact, the organization desired to change the business practice. The organization made the decision not to have local customer service representatives at each branch location but rather create a central location or hub for these employees to perform their telephone related job duties. For example, if a branch was located in the western part of the United States their telephone calls would be funneled into the California call center. The centralized customer service representatives would collect the necessary information over the telephone and dispatch the local delivery...
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...Abstract Change is inevitable and oftentimes when Organizations announce change, they are met with resistance and opposition. Many people are often times afraid of the uncertainties, what it will mean for them, will they fit into the dynamics etc. Several psychologists and professors have their theories on the best models for facilitating change. Lewin’s Change Management Model –According to the web site, change management coach, Kurt Lewin emigrated from Germany to America during the 1930's and is recognized as the "founder of social psychology" which highlights his interest in the human aspect of change. Kurt Lewin’s change theory has 3 stages. Unfreeze, Change, And Freeze. The principal behind this theory is: Prepare for the change- The first step in Lewins change theory is preparing ourselves or others for the change. Making them want the change. The basis for Lewin’s theory is weighing the pros and cons or as he called it, the force field analysis. “This first 'Unfreezing' stage involves moving ourselves, or a department, or an entire business towards motivation for change”. Make the Change- The transition phase might be the hardest phase of Lewins theory. Rightfully so as this phase is when fear sets in. Most people begin questioning if the decision they made was the right one. Did I do the right thing, what if it doesn’t work, maybe I’m not ready are all questions that one might ask him or herself when making the change. Accept the Change- The logic...
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...Organizational Change Plan – Part I Health care is in a constant state of change. Recently Affordable Care Act (ACO) is has organizations of health care providers that agrees to be accountable for the quality, cost, and overall care of Medicare beneficiaries (Seifert, 2011). ACO emphasizes controlling health care costs but not without adhering to quality standards (Seifert, 2011). As part of these efforts, ACOs would recommend the use of electronic supply documentation. In the past, the traditional practice for reimbursement was on a fee for service basis (Cohen, Petrone, & Probst, 1998). The operating room is shifting toward case based payment. With the focus of health care providers working to provide quality care at the lowest possible cost. “Surgical services impact on more than fifty percent of the economic performance of a hospital. Hospital executives view the operating room as a major cost center, but few view it as a principal profit center. An efficiently run operating room with definable revenues and costs can prove to be an invaluable asset to the entire organization” (Cohen et al., 1998, para. 2). The current program that the operating room (OR) is running cannot break down the cost of the supplies. Therefore, the hospital is unable to do cost analysis on each individual case in the OR. This can be a loss of revenue within the department. With this in mind the enterprise developed a program called Supply Information Management System or also known...
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