Change Management Models
MGMT310 - 1403B - 03

Conforming to change is an important part of a life of an organization. Without evolving along with the fast changing of our environment, an organization will diminish. When developing strategies for change, there are two possible change models that business leaders can use. Two change management models that can assist in keeping an organization alive are Kurt Lewin and John Kotter’s model for change.
Psychologist Kurt Lewin developed a change management model that consisted of three steps. The three-stage processes are: unfreezing, changing, and freezing. In the unfreezing state, Lewin understood that people are afraid of change because they feel safe in their no changing environment, therefore, resist change. The unfreezing state is the stage of motivating people to want and understand that there is a need for change. The first stage helps followers “thaw” and become understanding through motivation (Prentice Hall, 2012).
After the unfreezing stage, the changing stage is put into action. People begin to do things differently in this stage. They begin to see why and how the changes benefit them. Time and communication is an important part in the change environment because people need time to understand the changes and they need to be motivated in order to feel like they are a part of the change (Prentice Hall, 2012).
When the changes are taken into consideration and are being embraced in the working environment, the company freezes again. The company freezes because the staff has adapted to the change and is now following the new guidelines comfortably (Prentice Hall, 2012). It is important at this stage that leaders make sure the changes are used at all time.
In John Kotter’s model for change, he makes change into a notice. Kotter created eight steps into creating change. The first step is to create urgency that a change is needed. Leaders have to convince their followers what is happening in the market and what they can do to help. They can identify threats and show workers what can happen in their future. Step two is to form a dedicated team to want change. The team would have to be members from a variety of frields or expertise because workers from different areas need to implement the change. The second step is important because an influential team will help in marketing an understanding of why a change is needed. Third step is to create the vision for change. A clear vision can help workers understand what you are asking of them. The fourth step is to communicate the vision. Leaders and their teams have to talk about the change often in order for change. Step five is to empower staff for change. It is important to reward workers for making the change happen. Step six is to create short term goals. Creating short term goals will make workers want to continue in change because they will have the belief that they can perform change. Step seven is to stay persistent. Building one item with a new system is great, but building more than one with the new system is success. Finally, step eight is to make the change permanent. Like Lewin’s freezing stage, it is important for leaders to make sure the new guidelines are used.

Reference
Appelbaum, Steven H; Habashy, Sally; Malo, Jean-Luc; Shafiq, Hisham. (2012). Back to the future: revisiting Kotter's 1996 change model. Retrieved from http://search.proquest.com.proxy.cecybrary.com/abicomplete/docview/1033808435/155FD0B33012410EPQ/1?accountid=144459
Prentice Hall (2012). The Art and Science of Leadership. Retrieved from http://wow.coursesmart.com/9781256766940/firstsection#X2ludGVybmFsX0J2ZGVwRmxhc2hSZWFkZXI/eG1saWQ9OTc4MTI1Njc2Njk0MC8xNjQ=