Leadership during organizational change is the most important factor in the change process. When an organization is in need of restructuring or a new system, effective leadership will successfully guide he change process and overcome any resistance to the change. Resistance may come for various reason but understanding resistance and how to address it within the organization can help leaders influence attitudes and the organizational culture towards adaptation.
As changes occur, the company can move forward in a new direction when approached on the appropriate levels of getting every employee to understand why these changes must occur, especially when the changes affect their lives. Based on an earlier theory of the force field model, change may be achieved by two types of actions. One approach is to increase the driving forces toward change (e.g., increase incentives, use position power to force change). The other approach is to reduce restraining forces that create resistance to change [e.g., reduce fear of failure or economic loss, co-opt or remove opponents (Yukl, 2010)].
Managing a process of change in an organization can be a highly complex task and is often essential for effective organizational development. Lewin proposed that any process of organizational change can be thought of as implementing a move in the equilibrium position towards a desired or newly established position.
Lewin also suggested a three-stage process of change implementation which is necessary for effective change within an organization. Those three stages are:
1. Unfreeze - Creation of motivation to change
2. Change - Adjusting the equilibrium
3. Refreeze - Making routine
First, an organization must be prepared for any change which is about to occur. This process is known as 'unfreezing' and involves the investigation of resisting forces. Any premature unilateral or