ORGNAISATIONAL CHANGE

Orgnaisational Change

Orgnaisational Change

Lewin's Force Field Model

A classic model of OD, commonly referred to as the 'force field' model, was proposed by Kurt Lewin in 1951. He described organizations as systems which are held in a constant state of 'equilibrium' by equal and opposing forces. The model suggests that a range of 'driving forces', which exert a pressure for change, are balanced by a number of opposing 'resisting forces'. Driving forces urging change might include the availability of new technology, economic pressure from competitors or even changes in local or national legislation. Conversely, resisting forces might include a firmly established organizational culture and climate or industry-specific customs. 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. (Foschi R., Lombardo G.P. 2006, 54-78)

The Three-stage Process of Change

To elaborate on his model, Lewin also suggested a three-stage process of change implementation which is necessary for effective change within an organization. Those three stages are:

Tesco and Unfreeze - Creation of motivation to change

Tesco 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 authoritarian increase in driving forces for change will, according to the Lewin model, be met by an equal and opposite increase in resisting forces. No change will occur unless there is motivation within the Tesco to do so. If there is no motivation, it must be induced. This is often the most difficult part of any change process. Change not only involves learning, but unlearning something that is already present and well integrated into the personality and social relationships of the individuals. It is for this reason that Tesco culture can often act as a resisting force to change. (Foschi R., Lombardo G.P. 2006, 54-78)

Practice: The following methods are often used by managers and OD consultants to unfreeze an Tesco system:

Disconfirmation or a lack of confirmation of present behaviours or attitudes.

Creation of guilt, discomfort or anxiety to motivate change.

Creation of psychological safety by reducing barriers to change or reducing threat caused by past failures.

Provision of information to employees and stakeholders giving knowledge of the first stage of the change process. (Foschi R., Lombardo G.P. 2006, 54-78)

Developing new attitudes, beliefs, values and behaviours based on new information. Once the resisting forces have been investigated, understood and minimized, the change can be implemented. Resisting forces are reduced and driving forces increased. Doing so adjusts the position of equilibrium towards the desired balance position.

Practice: There are three main approaches with which change may be implemented:

Change, or OD, is seen as a process of rational persuasion whereby the benefits of the change are logically explained to those who are influenced by it. (Foschi R., Lombardo G.P. 2006, 54-78)

Normative - Re-educative

This approach also assumes Tesco employees are rational individuals, but acknowledges the existence of socio-cultural norms within organizations. It challenges established values, beliefs, attitudes and norms and re-educates employees into ...