Table of Contents
Lewin’s Model
Kurt Lewin developed the model in the 1950s. He noted that most people tended their preference and operation within certain safety zones. Lewin recognized that the stages of change comprised of unfreeze, transition, and refreeze. The unfreeze stage indicates that most individuals make active efforts to resist the occurrence of change. The tendency can be overcome by initiating the period of either thawing or unfreezing through motivation. The transition period is preceded by the initiation of change which might last for a longer period. The success of the phase is facilitated by the presence of reassurance and adequate leadership (Burnes, 2004). The term of transition is followed by the refreeze process which is preceded by the successful implementation of change. During this period, the company is stable thus the refreezing of the employees to promote their operation under the new regulations. In spite of the time taken for implementation, the Lewin’s model is preferred by most companies because it is easy to use.
McKinsey 7-S Model
The model, developed by Anthony, Richard, Robert, and Tom Peters comprises of seven factors operating as common agents for change. The factors comprise of the shared values, skills, structure, the style, strategy, systems, and staff. The model provides primary benefits in that it offers effective methods for diagnosis and understanding of the organizations, and combines the components regarding emotions and rationality (Cameron & Green, 2015). Furthermore, it provides guidance regarding organizational change and promotes the address of all parts in a unified manner since they are integrated. However, the model also faces setbacks because it is complex, and the differences in the model are ignored. Furthermore, due to the interrelation of all the factors, changing of one part prompts the change of all the parts. Also, most organizations that have been associated with the model have experienced failure.
Kotter’s 8 Step Model
The model, developed by John Kotter facilitates the transition of change to a campaign. For instance, the employees adopt change after being convinced by the leaders the urgency for the occurrence of change. The model encompasses the involvement of 8 major steps which includes the increment of the urgent need regarding change, building of a dedicated team for the change and the creation of vision regarding the change (Cameron & Green, 2015). Furthermore, it encompasses the communication of the needs concerning change, staff empowerment, the creation of short-term goals, needs for staying persistent, and ensuring the permanence of change. The model is advantageous in that it follows a systematic process thus an easier transition, and also focuses on preparing and the accepting change. Some of its disadvantages indicate that it does not allow the skipping of the steps and the process takes a significantly longer time.
In conclusion, in any organization, adjusting to change becomes a difficult task for the employees and the organization at large. The employment of any change model becomes helpful in that it offers guidelines to be followed to ensure the determination of the expected results.
- Burnes, B. (2004). Kurt Lewin and the planned approach to change: a re‐appraisal. Journal of Management studies, 41(6), 977-1002.
- Cameron, E., & Green, M. (2015). Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.