CHANGE MANAGEMENT

Change Management

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Table of Contents

Introduction3

Lewin's and Kotter's Approach to Change Management3

Uncertainty associated with change5

Theories associated with change management7

Iceberg Theory of change7

Theory of change phases8

Booz and Allen approach of change management9

Enterprise and the use of Kotter's model of change management11

Resistance of employees during a change oriented process13

Lewin's change management and its affects on organizational performance15

Change management and information technology16

Reasons for shortfalls in change management17

Summary18

Change Management

Introduction

This discussion will elaborate on the use of the Lewin and Kotter model to highlight the intricacies of using those model in the company. The discussion will highlight the complications that pertain to change management and the challenges faced by organizations in the implementation of change management under Lewin's and Kotter's model of change management.

Lewin's and Kotter's Approach to Change Management

Kurt Lewin argues that the process evolutionary change follows a path characterized by three phases of varying length, difficult and intense as individuals or groups. They are: the crystallization, the transition and the recrystallization. The crystallization correspond to the period during which the system, acts as either an individual, a group or as community. It begins to question perceptions, habits or behavior. The process of change experienced by people would be marked in a first time by time by the abandonment of behaviors or usual attitudes. However, even if the process of crystallization of behaviors or attitudes is started, the change is not apparent so far (Adizes, 1988). The transition period is marked by a change in behaviors or attitudes. They may become more or less volatile if not contradictory. As a result, the subject element (individual, team or organization) enters the second phase of the process change, the transition. In this phase, the new mode of operation is more apparent. The change involves not only abandonment of behaviors and attitudes, but also the acquisition of new behaviors and new attitudes. Recrystalization is the phase during which the subject (individual, team or organization) acquires new behaviors or new attitudes adapted to the situation. The change is therefore sustainable and is apparent in new ways. This new practice restores "harmony" with the other aspects of everyday life and becomes part of the routine.

In comparison, Kotter argues that for change to occur, it helps the entire company really wants it. Develop a sense of urgency around the need for change. This can help raise the initial motivation for a movement. This is not just a statistic showing poor sales or talk about the growing competition. Kotter asserts that managing change is not enough it also has to lead it. You can find leaders of change within the company. To lead change, the organization should gather a coalition of influential people or equipment whose power comes from a variety of sources, including their positions, status, experience and political importance. According to Kotter , when people see for themselves what they are trying to accomplish the directives given to them make more sense (Demers, 2007). Start to change the structure and keep checking the barriers that exist. Kotter insists that ...