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Lewin’s three step change model

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approaches to manage organizational change

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Lewin’s three step change model

  1. 1. Presented by MUHAMMAD SHAN
  2. 2.  Lewin’s Force Field Theory of Change  Kotter’s Eight Step plan  Action Research Organizational Development
  3. 3.  Unfreezing Change efforts to overcome the pressures of both individual resistance and group conformity  Moving  Efforts to get employees involved in the change process  Refreezing Stabilizing a change intervention by balancing driving and restraining forces Unfreezing Moving Refreezing
  4. 4.  Driving Forces  Forces that direct behavior away from the status quo  Restraining Forces  Forces that hinder movement from the existing equilibrium
  5. 5.  Builds from Lewin’s Model  To implement change: 1. Establish a sense of urgency 2. Form a coalition 3. Create a new vision 4. Communicate the vision 5. Empower others by removing barriers 6. Create and reward short-term “wins” 7. Consolidate, reassess, and adjust 8. Reinforce the changes Unfreezing Movement Refreezing
  6. 6. A change process based on systematic collection of data and then selection of a change action based on what the analyzed data indicates  Process steps: Diagnosis Analysis Feedback Action Evaluation  Action research benefits:  Problem-focused rather than solution-centered Heavy employee involvement reduces resistance to change
  7. 7.  Organizational Development (OD)  A collection of planned interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being  OD Values  Respect for people  Trust and support  Power equalization  Confrontation  Participation
  8. 8. 1. Sensitivity Training  Training groups (T-groups) that seek to change behavior through unstructured group interaction  Provides increased awareness of others and self  Increases empathy with others, listening skills, openness, and tolerance for others 2. Survey Feedback Approach  The use of questionnaires to identify discrepancies among member perceptions; discussion follows and remedies are suggested 3. Process Consultation (PC)  A consultant gives a client insights into what is going on around the client, within the client, and between the client and other people; identifies processes that need improvement.
  9. 9. 4. Team Building  High interaction among team members to increase trust and openness 5. Intergroup Development  OD efforts to change the attitudes, stereotypes, and perceptions that groups have of each other 6. Appreciative Inquiry  Seeks to identify the unique qualities and special strengths of an organization, which can then be built on to improve performance  Discovery: Recalling the strengths of the organization  Dreaming: Speculation on the future of the organization  Design: Finding a common vision  Destiny: Deciding how to fulfill the dream

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