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 behind this step in the change model is embracing the change. You have prepared for the change, made the transition and now you have a new routine, process or normal way of doing things.

Bridges Transition Model
William Bridges a change consultant developed a change model aimed at helping people accept and support change. The basis for Bridges’ theory is that people are often quite uncomfortable with change for various reasons ultimately leading to resistance and opposition. Bridges transition model focuses more on transition than change, and like Lewin’s model has three phases:
Ending, Losing, and Letting Go- According to the model, when presented with change, people are often resistant because they are ending a relations; process or phase of life as they know it. It is often times difficult to let go and begin the process of changing. According to Bridges, it’s important to accept the resistance and allow them time to accept the upcoming changes. People often fear what they don't understand, so the more you can educate them about a positive future, the easier the transition will be.
The Neutral Zone – As the change is accepted, more questions arise and people seek understanding to further process the change. The goal is to reassure and provide them with a sense of direction. Continue to boost morale and remind people of their valuable input.
The New Beginning- According to the model, at this phase of the transition, people are more likely to exhibit some of the following characteristics: high energy, openness to learning, and renewed commitment to the group or their role. As people begin to adopt change, don’t forget to reward your team for their patience through the transition.
John P. Kotter Professor of Leadership, Emeritus, at the Harvard Business School developed the 8 step change model described below.
Kotter’s 8 Step Change Model –
Establish a sense of urgency-Inform the team of the urgent necessity for the upcoming change. This will reduce some of the resistance, and deliver the message that the change will occur based on the need.
Create the leadership team – Develop a team to support the employees through the transition. They need to be able to carry out the plan as laid out by senior leadership.
Develop a vison and a strategy- A vision and strategy will be the framework for the inevitable changes coming.
Communicate the change/vision- Communication is key in any change. Inform the employees of what to expect and continue to keep them updated throughout the change.
Create short term wins- Short term measurable allow you to track how much progress is being made and also gives the team a sense of accomplishment. A feeling of success to make it through the remainder of the change.
Consolidate gains and produce more change- Keep tabs on the progress being made, but don’t become overconfident. Continue pursuing the goals to complete the goals.
Anchor new approaches in the culture-Ensure everyone is aware of the new changes and how they will affect their day to day lives. Old habits die and new habits are adapted.
The three models described above are for modelling change. These theories have proven effective in many organizations but the most effective according to an article on Change Management Methodologies is Kotter’s.
References:
Change Management Coach. (2014, November 8). Retrieved from Kurt Lewin Change Management Model: http://www.change-management-coach.com/kurt_lewin.html
Mind Tools. (2014, November 8). Retrieved from Bridges Transiton Model: http://www.mindtools.com/pages/article/bridges-transition-model.htm
Skills to Lead. (2014, November 9). Retrieved from Change Management Methodologies: http://www.skills2lead.com/change-management-methodologies.html
The Fast Track. (2014, November 8). Retrieved from Three Types of Change Management Models: http://quickbase.intuit.com/blog/2012/08/28/three-types-of-change-management-models/#sthash.pkMrq273.dpuf