Change Management Model Paper Essay

In order to evaluate governingal turn, it is crucial to construe the cases of judicatureal potpourri. flip-flop types can reveal the compelling forces of veer, what leave happen, and how it al wiped out(p) for happen. It is sometimes difficult to find a model that best fits the nature of the organization. However, the white plague of each adjustment model is beneficial because it offers a signpost to follow and predict the presumed results of the permute initiative (Mento, Jones, & Dirndorfer, 2002). While there be m either tack charge models, a few of the well-known models ar Lewins mixture management model and tide overs diversity model. This paper will discuss Lewins salmagundi management model and Bridges enactment model. Within each change model, it will address the role of the leader in the change initiative, overcoming enemy to change, and communion process of both models. It would also assess the strengths and weaknesses of each model.Lewins Change Management ModelAccording to Kurt Lewin, masteryful change in any organization should follow three steps unfreezing, changing, and refreezing. Unfreezing involves overcoming the pressures of individual resistance and stem conformity. Changing or gesturement happens when the change is initiated and the organization is getting fixate to move into a transition stage. Refreezing occurs after change has been all(a)ow ined and the organization can operate under the new-fashioned changes (Robbins & Judge, 2009).Lewins model place that most volume prefer to function within their comfort zones. most(prenominal) mint like the comfort, sense of identity, and control from the environment that they ar well-known(prenominal) with. In this model, the leaders role is to remove the resistance of change finished motivation. Oneway to deal with the resistance is to use constructive incentives to encourage employees to deal the change. For example, management can increase the pay for tho se who read the change. Management can also address the concerns regarding the need for change (Robbins & Judge, 2009).It is meaning(a) to communicate directly with the employees who are most affected by the change. leading move through the change process by promoting effective communications and empowering hoi polloi to wedge the change. Employees who are not involved with proposalning the change could lead to increase resistance and decreased motivation. Zigarmi & Witt (2007) states that change are successfully implemented when people spend a penny an opportunity to express their concerns and influence how the change is implemented (p. 17).Lewins change model is a simple and uncomplicated to understand framework for managing change in an organization. Most companies prefer to use this model to enact major changes. However, it takes consider competent time to put into practice. This model can be compared to overcoming bad habits by changing them with new or better habits. T he organization has to be determined and dedicated to make the change and do what is necessary despite obstacles involved in the process (Brisson-Banks, 2010).Bridges Three-Phase Transition ModelFor many logical reasons, people are often uncomfortable with change. This could lead them to resist and oppose change initiatives that may come their way. It is eventful to understand how people life as change happens so that leaders can guide them through the process. Bridges transition model can help organizations understand how people feel during the change process so that they can guide their employees to support and accept the change.The model emphasizes three stages of transition that people go through when they find change. These are ending, neutral zone, and new beginning. In the ending stage, people essential(prenominal) let go of the past before they can embrace the new. This is the initial stage of transition that people go through when presented with change. It is often l abel with resistance because people are being forced to let go of something they are comfortable with. As a leader, it is historic to accept the employees resistance and be able tounderstand their emotions. Give them time to accept the change and let go. leadership should acknowledge the loss and a figure of reactions and be able to give people instructions on how to move on to the next stage (Brisson-Banks, 2009). When communication with employees, leaders moldiness perceive empathetically and communicate honestly about what is going to happen. Leaders should let off to employees that their knowledge and experience would apply once the change is implemented.It is also important to assure them that resources would be provided so that they can work effectively in the new environment (Mind Tools, 2014). In the neutral zone, people begin to research their comfort with the new change. Individuals in this stage may feel disordered with decreasing motivation and increasing anxiety and uncertainty. Employees may have increased workload as they transition into the new system and new slipway of working. They might resent the new change initiative have low morale and productivity be anxious about their role or status in the company and be skeptical about the change initiative (Mind Tools, 2014). This stage is a terrific time to inspire people to try new ways of thinking and working. As people go through this neutral period, a leaders guidance is important in this stage.People may feel lost and it is the leaders role to provide them with a solid sense of direction. They should encourage employees to confabulation about their feelings and remind them of the team goals (Mento et al., 2002). In order to vote out resistance to change, leaders can involve people in designing the new change initiative. They can create short-term structures and lead them to innovate. Leaders must explain the neutral zone and validate feelings. They must be sanguine about the change and share information as often as possible. Short term goals are important at this stage so that employees can experience some quick wins to increase their enthusiasm (Mind Tools, 2014). When communicating with employees, allow them to voice their concerns regarding the change. Leaders should remain optimistic and be able to admit when they do not have an answer for peoples concerns. Leaders must meet with their team frequently to provide them with feedback on how they are performing.They must be able to do what they can to make headway morale and continue to remind people of how they can contribute to the success of the change (Washington University, n.d.). In the new beginning stage, people begin to embrace the new change (Washington University, n.d.). Employeesdevelop the skills they need to function effectively in the new way and is beginning to see quick wins from their efforts. At this stage, people are likely to experience openness to learning, positive attitude, increased p roductivity, spirited energy, and renewed commitment to the group or their new role (Mind Tools, 2014). As employees embrace the new change, it is necessary for leaders to help them maintain it. Leaders can picture the future and plan the next steps.While they plan the long-term objectives of the organization, they must take the time to celebrate the change theyve all been through and reward their team for all their hard work. Leaders must communicate a picture of how the new organization will get wind and feel. Communicate a step by step understanding of how the organization will change and remember to avoid complacency so that people would not revert back to previous stages (Mind Tools, 2014). This model is beneficial in understanding how people feel as they are guided through the change process. It also clarifies the psychological effect of the change. However, it is not a refilling for other change management models such as Lewins change management model. Bridges model must b e use along with other change management models (Brisson-Banks, 2009).ConclusionChange management is a challenging process to carry out and manage for any organization. With so many change management models, it is not always weak to find one that fits the organizations nature. However, the use of change models is rudimentary in the successful implementation of the change processes in organizations. This paper examined Lewins change management model and Bridges three physique transition model. It discussed the leaders role in each model, how to overcome resistance, and their communication process.It also assessed the advantages and disadvantages of using each model. Lewin and Bridges models have significant commonalities between them. These models can be used as a guide to assist organizations through the world of constant changes. There is no definite model that exists for each organization, but each model has reformative ways of managing change that can be customized according the organization (Brisson-Banks, 2009).ReferencesBrisson-Banks, C. V. (2010). Managing change and transitions a comparison ofdifferent models and their commonalities. Library Management, 31, 241-252. doi10.1108/01435121011046317 Mind Tools. (n.d.). tie transition model Change management tools from MindTools.com. Retrieved from http//www.mindtools.com/pages/article/bridges-transition-model.htm Robbins, S. P., & Judge, T. (2009). Organizational way (13th ed.). Upper Saddle River, NJ Pearson Prentice Hall. Washington University. (n.d.). Three phases of transition William Bridges. Retrieved from http//www.washington.edu/research/rapid/resources/changeModels/mc_three_phases.pdf Zigarmi, P., & Witt, D. (2007). Leading Change. Retrieved from http//www.kenblanchard.com/img/pub/leading_change_handout.pdf