Introduction
Change is common in all business organizations and industries, regardless of their line of activities and their age. The world is changing rapidly, thus organizations have to keep changing. Any organization that wishes to thrive should handle and manage change effectively. Any organization that does not manage change effectively is likely to record poor performance or struggle to survive. Most businesses are aware of the concept of business management.
However, there are differences and similarities in the methods used by managers to manage change in their organizations. It is important to note that the methods used to manage change are highly dependent on the nature of the business in question. This article compares and contrasts the different models used in change management.
Comparison and contrast of Lewin’s Planned Change Model, the Action Research Model, and the Positive Model
The manager attempts to prepare members of the organization for the change under Lewin’s Planned Change Model, while there is no unfreezing under the positive model of change. There is unfreezing stage under the Action Research Model, although it is not as direct as in Lewin’s Planned Model.
It is assumed that there will be some resistance every time the manager wants to introduce changes in the organization. People will never accept change easily; neither will they ever be willing to change from their current situation. The process of preparing people for change is referred to as unfreezing the situation in the organization at the moment (Cummings & Worley, 2009).
A manager who uses the positive model can initiate a problem any time; therefore, there is no unfreezing period. The stage where a problem is identified under the action research model is the unfreezing stage. It involves collection of data. Data is collected from members of the organization as they are prepared for the change during the process.
Lewin’s Planned Change Model introduces change once the members are prepared for it. It is the same case for the action research model. Under positive model, however, change is implemented differently since the manager aims at improving on the areas that the organization’s strengths are after seeking expert advice.
Under Lewin’s Planned Change Model, individuals will start behaving differently once change is introduced. There will be different supervisory practices. The organization structure may change, as well as the reporting relations that are likely to influence the way people execute their duties. To accomplish this stage, the members of the organization will have to identify with the new bosses or role models (Cummings & Worley, 2009).
Organizational members should start to perceive things from a different perspective, probably the perspective of the organizational leader or the change initiative. It is the same for the action research model. Members start behaving differently as the change is implemented. For the positive model, there is no much change in behaviour. Employees will only improve on what they have been doing to make it better.
The change facilitator should help the organizational members adapt and integrate with the changes once the change has been implemented under the Lewin’s Planned Change Model. He should institutionalize the changes by forming systems that ensure the behaviors are secured against the change.
The organization gets a stable structure and the job descriptions are more stable. Observation of change consequences and collection of data after the change is conducted is done where the action research model is adopted. Monitoring of the change progress is also common under the positive model.
Most appealing model
The model that is most appealing to me is the Lewin’s Planned Change Model. Implementing change is met with a lot of resistance from employees, as well as other stakeholders in any organization. Change can never be successfully implemented if the employees are resistance to the change.
The Lewin’s Planned Change Model recognizes this fact and outlines the ways through which such a situation can be overcome through unfreezing. Change can be implemented once unfreezing has been done. The stages that should be followed in implementing the change are followed to ensure that the change is implemented correctly. Members of the organization welcome the change and there are high chances that the change will be successful.
Finally, the refreezing process ensures that the change is supported in the long run. Under this model, there are high chances that change implementation will be successful since it will be supported by members of the organization. Successful change is possible and the organization is more likely to move forward since this model ensures support from all stakeholders.
Reference
Cummings, T. G., & Worley, C. G. (2009). Organization development & change. Sydney: South-Western/Cengage Learning.