Discuss about the Current Change Management Theory for Comprehensive Reader.
Change has become a usual thread running through much business regardless of their size or age or even the industry. The world is rapidly changing, and as a result, organizations are expected to change quickly, and the ones that handle the change effectively thrive well as those who do not continue with the struggles to survive. Change has been brought bout with the constant evolution of the goals and strategies and with this, it has become inevitable and needs to be managed effectively. Change management is as well used as a catch for all projects activities that may be overlooked. Understanding what it is and how to go about it has thus become quite important. Change management can be a structured approach that is used to ensure that the changes are implemented effectively to be able to achieve long-term benefits. The focus is directed towards the wider aspects of change especially on people and how they transit from current stages to future states. The process of change can range from a simple process to a significant system change to be able to achieve the organizational potentials.
Change management programs exist in two types:
The two programs both use same tools even though they have distinct goals and objectives and are both equally significant for the success of the organization. The organizational changes usually occur naturally in projects. Projects can be said to be transforming the situation of things and will in most cases include activities and steps. Change management is different from project management considering the ultimate goals. Project management is concentrated and confined to using tools and processes by a younggroup of professionals to attain project goals. On the other hand, the management of change is seen to be majorly focused on the people’s side of change and is usually targeting the leadership at the different levels of a company that includes the executive, senior leaders, and supervisors.
The theories of change are a definition of the building blocks that are needed to be able to achieve a long-term goal. Many theories currently exist that explain effective ways of conducting change. Most of these theories are drawn from leadership aspects and change management guru J. P. Kotter, usually known as potters theory of change. According to Kotter’s entrepreneurial magazine, all the process models are extracted from the model of organizational transformation by Kurt P Lewis. The third traditional change model has been described by Elizabeth Kubler-Ross and is known as the change curve.
Whether one is considering a small change to any processes, or a deep shift in a system, it is normal to feel uneasy and also intimidated by the challenges one will be meeting. Kotter has eight-step change process model that can make one at ease and go through the challenges on the way.The first step in the process is the creation of urgency (Kotter, 2012). Change needs to happen, and it is necessary for the people around the company to appreciate that it is going to happen. As such, it is advisable to make everyone aware of why the change is necessary and why it should be done immediately. This will assist in sparking the initial motivation that will help in getting things moving.
Kotter’s models suggest that there should be an open communication about the current situation in the market place and with the company’s competitive state (Kotter, 2002). The moment people will critique the change that has been proposed; the urgency can be built and will feed on itself. The next step is forming a strong coalition by convincing people that the change is significant. It usually takes a strong leadership and visible support from most important people in the organization. Kotter points out that managing the change is not the key element and that one has to lead it. Effective change agents can be found within the company, and it is not necessary that they follow the traditional hierarchy of the firm. Leading a change needs one to bring together a coalition of people with influence who has powers from different sources. Once the team is formed, it is required to work to carry on with building the urgency and the urgency surrounding the need for the change (Kotter, 2006).
This is creating a vision for the change. The initial time when thinking of change, there may be excellent ideas and solutions that will be rotating around these ideas are to be linked to an entire vision that can easily be understood and remembered. Clear visions help everyone to understand the reason why they are being asked to do something. When they see for themselves the ideas you are trying to achieve, then the orders given to them will be making a lot of sense. Forth, there is a need to communicate a vision as whatever the vision does after being defined will determine the success of the business. The message could have strong competition from other daily competitions within the company, and as such, it needs to be communicated in a frequent and powerful manner (Sabri, Gupta,& Beitler, 2007).
Five, one has to remove all the obstacles on the way as following all the steps, it is normal that there might be resistance from a portion of the staff. There needs to structure pit in place for the change and continuous checks for barriers to it. Removing the obstacles can empower the people that are expected to execute the vision and will help in making the change move forward. Step six is the creation of short-term wins. It is clear that nothing is more motivating than the success and as such, the company should be given a taste of victory earlier in the change process. There should be a follow-up on the achievements made, and employees should be recognized and rewarded. Seven is never to let up. There should be a use of high credibility to transform systems structures and policies that are not in line with the vision. The last step is to incorporate the change into the culture. To be able to make the change stick, it should become part of the culture of the company. The culture is always the determinant of what is done, and as such, behind the values, the visions should display the daily work (Biech, 2007).
According to Lewins, the motivation for change must be generated before the process of change is conducted. One should be helped to re-examine the many assumptions that have been cherished about the relation that one has with other people. Lewis models are as below;
It is a popular and powerful model that is used to enhance the understanding of the staged through personal and organizational transition and helps one to predict how to react to change to be able to make own transitions and ensure they have the help and support required. It is based on a model that was originally developed in the 60s to explain the grieving process (Wright,2009). The first stage is the status quo where there is the introduction to change associated with frequent communication as it is a critical stage for communication. It is as well where the reaction to the challenging status quo is done. Stage two is the disruption where reality sets in, and there may be change resistance where there are unnecessary fears for the expected negative consequences. To react to this, there need to be plans and careful preparations, and there should be considerations of the impacts and objections that people may have (Saraf, 2006).
Step 3 is the exploration stage where pessimism and the resistance are to pave the way to optimism and acceptance. There is acceptance of change and what was lost is left to go. In reaction to this, there should be the provision of support and training as well as offering early opportunities to experience the results of the change. The fourth and last stage are rebuilding where there are expectations of accepting and embracing the changes as well as reconstruct the ways of working. This can be accomplished by tracking the benefits and record the lessons learned (Leopold &Kaltenecker, 2015).
Conclusion
Change has been brought bout with the constant evolution of the goals and strategies and with this, it has become inevitable and needs to be managed effectively. The process of change can range from a simple process to a significant system change to be able to achieve the organizational potentials. Project management is concentrated and confined to using tools and processes by a young group of professionals to attain project goals. The theories of change are a definition of the building blocks that are needed to be able to achieve a long-term goal. Kotter has eight-step change process model that can make one at ease and go through the challenges on the way.According to wins, the motivation for change must be generated before the process of change is conducted. One should be helped to re-examine the many assumptions that have been cherished about the relation that one has with other people. The Change Curveis a popular and powerful model that is used to enhance the understanding of the staged through personal and organizational transition and helps one to predict how to react to change to be able to make own transitions and ensure they have the help and support required
References
Burke, W. W., Lake, D. G., & Paine, J. W. (2009). Organization change: A comprehensive reader. San Francisco: Jossey-Bass.
Biech, E. (2007). Thriving through change: A leader’s practical guide to change mastery. Alexandria, VA: ASTD Press.
Dormant, D., & Lee, J. (2011). The chocolate model of change. San Bernadino, CA: publisher not identified.
Dievernich, F. E. P., Tokarski, K. O., &Gong, J. (2014). Change management and the human factor: Advances, challenges and contradictions in organizational development.
Kotter, J. P., &Rathgeber, H. (2006). Our iceberg is melting: Change and succeed under adverse conditions. London: Sidgwick& Jackson.
Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, Mass: Harvard Business School Press.
Kotter, J. P. (2012). Leading change.Boston : Harvard Business Review Press, [2012] ©2012
Leopold, K., &Kaltenecker, S. (2015). Kanban change leadership: Creating a culture of continuous improvement.Hoboken, New Jersey : John Wiley & Sons Inc., [2015]
Leonard, D., & McGuire, M. (2007). The executive guide to understanding and implementing the Baldrige criteria: Improve revenue and create organizational excellence. Milwaukee, Wis: ASQ Quality Press.
Offredy, M., & Vickers, P. S. (2010). Developing a healthcare research proposal: An interactive student guide. Chichester, West Sussex, U.K: Wiley-Blackwell.
Sabri, E. H., Gupta, A. P., & Beitler, M. A. (2007). Purchase order management best practices: Process, technology, and change management. Ft. Lauderdale, FL: J. Ross Pub.
Saraf, D. G. (2006). Conquering your workplace: From mail room to board room—a sourcebook for today’s workforce!. Lincoln, NE: iUniverse.
Wright, M. (2009). Gower handbook of internal communication. Farnham, England: Gower.
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