Introduction
Change is a common thread that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too. Organizations that handle change well thrive, whilst those that do not may struggle to survive.
The concept of "change management" is a familiar one in most businesses today. But, how businesses manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how far people within it understand the change process.
Lewin's Change Management Model
Concerned with social change and, more particularly, with effective, permanent social change, Kurt Lewin believed that the motivation to change was strongly related to action: If people are active in decisions affecting them, they are more likely to adopt new ways. "Rational social management", he said, "proceeds in a spiral of steps, each of which is composed of a circle of planning, action, and fact-finding about the result of action".
Action Research:
Action research is problem centered, client centered, and action oriented. It involves the client system in a diagnostic, active-learning, problem-finding, and problem-solving process. Data are not simply returned in the form of a written report but instead are fed back in open joint sessions, and the client and the change agent collaborate in identifying and ranking specific problems, in devising methods for finding their real causes, and in developing plans for coping with them realistically and practically.
Unfreeze-Change-Refreeze
Unfreezing: Faced with a dilemma or disconfirmation, the individual or group becomes aware of a need to change. Action research is depicted as a cyclical process of change. The cycle begins with a series of planning actions initiated by the client and the change agent working together.
Changing: The situation is diagnosed and new models of behavior are explored and tested. This stage includes actions relating to learning processes (perhaps in the form of role analysis) and to planning and executing behavioral changes in the client organization.
Refreezing: Application of new behavior is evaluated, and if reinforcing were adopted. This stage includes actual changes in behavior (if any) resulting from corrective action steps taken following the second stage. Data are again gathered from the client system so that progress can be determined and necessary adjustments in learning activities can be made.
Kurt Lewin describes his model through the representation on a cube of ice. The simple problem that he established is by simply, how you will create a cone shaped ice. The logic is by letting the cube ice to melt (unfreeze). Then form it to the shape you want (change). And lastly, let it freeze to stay intact in the way you want it (refreeze).
CHARTIER’S CHANGE MODEL
Another change model is formulated by Myron Chartier. The Chartier’s Change Model considers six steps in the process:
1. Being aware of a disturbance
2. Deciding (or not) to act on the disturbance
3. Defining the problem (Diagnosis)
4. Searching for a solution
5. Applying the chosen strategy (solution)
6. Evaluating whether the disturbance has been removed (satisfaction / dissatisfaction)
Chartier also discussed about the five different change agents or people who take responsibility for creating such change.
a) Process Helper (person or people who facilitate the process)
b) Solution Giver (person or people who find the solution)
c) Resource Linker (person or people or division which provides the needed materials and support)
d) Stabilizer (person or people or division which maintains the core functions and direction during the change)
e) Catalyser (person or people who promote / stimulate the change process to keep it on track).
In a small change project one person may fill all five roles listed above whereas in a large corporate change there may be teams of people assigned to each change agent role.
Comparison and Contrast
The change models are very useful if it suits to the team. Both models of change are equally used in different capacity and always pointing out to the view on how to create the change and how to make it possible. These Models are properly created and aligned for the purpose of helping one’s company, in more familiar, to make a difference. These models always involve the workers as a part of the sudden change. The decision lies on the shoulder on the higher position but the adaptation always lies on the workers or employees under them.
On the other hand, the difference between the two models is slightly recognized. Obviously, the Chartier’s Change Model involves “outsiders” in the represented model. These outsiders probably don’t feel the pressure much inside the company, but gradually paid attention in the problem and seen it in a view differs from the others. These outsiders might also be involve in the company’s organization and chose to give their support from the outside. The Agents believes in eyeing a problem in a different perspective. While, Lewin’s Change Model, stays in a simple process as he assumed that will be understand clearly and directly that soothes to the organizations narrow or broad management.
References:
Change (Online) Available at: http://www.mindtools.com/pages/article/newPPM_94.htm [Accessed: 09 July 2009].
Kurt Lewin (1958). Group Decision and Social Change. New York: Holt, Rinehart and Winston. pp. 201.
Understanding Lewin’s Model (Online) Available at: http://www.consultpivotal.com/lewin's.htm [Accessed: 13 July 2009].
Johnson, R. Management, systems, and society : an introduction. Pacific Palisades, Calif (1976).: Goodyear Pub. Co.. pp. 223–229. ISBN 0876205406
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