Lewin's Change: The Cause And Effect Of Change In Organization

Change is something that must continually happen within an organization for them to be successful and become complacent. Organizations must continue to evolve and promote learning throughout as a priority to everyone. A culture must be fostered that all employees buy into, such as the culture at Facebook or Google. People must want to work where they are and enjoy what they do to not resist change as it occurs. Change in organizations is inevitable and it happens whether people want it to or not. People will get hired, fired, promoted, and rewarded for different things over the course of time. These are changes that must happen to foster a reputable organization. In 1948, Lewin suggested that the change process start with unfreezing the current

All cause and effects must be discussed to include positive benefits that the changes will bring to the organization. Have a plan where the change is expected by everyone and not just dropped in the lap to implement overnight. Be capable of dispelling all rumors that will come up, as they always do. Leaders must be able to answer questions and be honest with employees, even if the answers are tough to comprehend. Provide employees with an opportunity to lead, empower managers to run the day to day operations during the changes.

The refreeze phase of Lewin’s model is when the changes have been instilled and everyone has accepted the changes. Change has been cemented and signed off on by the stakeholders. Now it is all about sustaining the change that has been put in place by reinforcing those standards. A great reward system is a good idea to keep employees motivated. A feedback system either open or anonymous is a great way to gauge the success of the changes that were made during the change phase. Ensure there is a reception and integration program that supports and trains both current and future

I would arrive at a new organization and for the first 90 days look at how everything was operating before I decided to instill any changes. This was the case unless I was specifically brought in to instill changes, in which I would implement them in a significantly quicker manner. People who are not familiar with you sometimes resist change and it is important to communicate to subordinates why change is being made in the first place. Both methods are effective and have their advantages and disadvantages. The impact of each model depends on who is implementing them and if the stakeholders buy into the