The document discusses organizational change, emphasizing the role of effective leadership and management in fostering staff development, professional growth, and employee satisfaction. It evaluates Kurt Lewin's change model, highlighting its relevance and limitations in modern business contexts concerning leadership roles, employee involvement, and the adaptability of the model to diverse organizational cultures. Ultimately, it advocates for a flexible application of Lewin's model while incorporating contemporary leadership theories and cultural sensitivity.

1. “Leading and Managing People and
Organizational Change: Perceived
Benefits and Its Value on Staff
Development”
Reported by: Mallorca, Padon and, Ocampo

2. What is Organizational Change?
Organizational change as modern ways and means of organizing and working to make
change to happen and the organization’s ability to adopt the ever changing environment
in the workplace (Dawson, 2001; Hornstein, 2001).

3. What Causes Organizational Change?
Change occurs because of the driving factors that triggers the needed change which is
commonly caused by internal and external environmental factors. Cummings and
Worley (2008) highlighted the details of these factors as applied to the
workplace/environment settings. Internal factors encompasses the changes that relates
to the structural, strategic, people-centred and process-oriented while the external
factors has something to do with the economic, technological, economic, socio-cultural
and physical forces.

4. Individual Benefits
Professional Growth: Effective leadership and management enable individuals to
develop their skills and expertise.
Job Satisfaction: Good leadership creates a positive work culture, leading to higher job
satisfaction.
Career Advancement: Opportunities for learning and development can lead to career
progression.
Adaptability: Employees exposed to effective leadership are better equipped to adapt to
organizational changes.

5. Organizational Benefits
Enhanced Productivity: Skilled leadership and management can boost employee
productivity, leading to improved overall performance.
Innovation: A culture that encourages change and development can stimulate
innovation and creativity within the organization.
Employee Retention: Effective leadership contributes to a positive work environment,
reducing turnover and associated costs.
Competitive Advantage: Organizations that adapt to change efficiently have a
competitive edge.

6. Value on Staff Development:
Continuous Learning: Staff development programs promote ongoing learning and skill
enhancement.
Leadership Pipeline: Developing employees for leadership roles internally reduces the
need for external hires.
Employee Engagement: Staff development demonstrates the organization's
commitment to employee growth, leading to higher engagement.
Succession Planning: It helps identify and groom future leaders, ensuring long-term
organizational sustainability.

7. Summary and Conclusion
● In summary, effective leadership and management practices benefit both individuals
and organizations. They foster personal and professional growth, improve
productivity and innovation, reduce turnover, and contribute to a competitive
advantage. Staff development is valuable for nurturing talent, building a leadership
pipeline, engaging employees, and planning for the organization's future success.
● To conclude, change allows staffs and employees to hone their knowledge, skills,
abilities and attitudes to perform productively. Acquiring flexibility brought about by
change will enable organization to be competitive and be relevant with the changing
demands of the world.

8. Kurt Lewin's change model: A critical
review of the role of leadership and
employee involvement in organizational
change by Syed Talib Hussain et. al

9. What is Lewin’s Change model
● Kurt Lewin's change model, often referred to as the Lewin's Three-
Step Change Theory, is a foundational framework in the field of
organizational change management. It was developed by Kurt Lewin,
a pioneering social psychologist, in the mid-20th century.
● There are three key stages:
○ Unfreezing
○ Changing
○ Refreezing

10. Unfreezing
● In this initial stage, the status quo is disrupted. It involves creating awareness and
motivation for change by recognizing that there is a need for change within the
organization.
● Key activities include identifying the problem or opportunity for change,
communicating the reasons for change to all stakeholders, and reducing
resistance to change.
● Unfreezing is often compared to melting the existing mindset and habits within
the organization to make it more receptive to change.

11. Changing
● This is the central stage where the actual change takes place. It involves
introducing new practices, processes, behaviors, or structures to achieve the
desired goals or address the identified problems.
● Key activities include planning and implementing the changes, involving
employees in the process, and providing training and support to facilitate the
transition.
● The changing stage is often characterized by uncertainty and resistance, which
need to be managed effectively.

12. Refreezing
● In the final stage, the changes are reinforced and integrated into the
organizational culture. The goal is to make the new behaviors or practices the new
"normal."
● Key activities include celebrating successes, recognizing and rewarding those who
contributed to the change, and establishing new norms and routines that support
the changes.
● Refreezing solidifies the changes and helps prevent a return to the old way of
doing things.

13. Give a brief summary of the problem in this
case
● To critically examine Kurt Lewin's change model, specifically focusing on the roles
of leadership and employee involvement in the context of organizational change.
● The case aims to assess the effectiveness of this model in managing and
facilitating change within organizations, with a particular emphasis on the
leadership's role and the level of employee engagement and participation in the
change process.

14. Main Issues and disagreement on
Kurts Lewin’s change in model

15. Model's Applicability to Modern Business
Context:
● Main Issue: The main issue is whether Kurt Lewin's change model, which was
developed in the mid-20th century, is still applicable and effective in today's rapidly
changing business environment characterized by digital transformation,
globalization, and increased competition.
● Disagreement: Some argue that the model may need to be adapted or
supplemented to address contemporary challenges, while others believe that its
fundamental principles are still relevant if applied thoughtfully.

16. Leadership's Role in Change:
● Main Issue: The central question is whether the model provides sufficient
guidance on the role of leadership in facilitating change. Does it adequately
address the need for adaptive and transformational leadership in modern change
initiatives?
● Disagreement: Some argue that the model's focus on leadership's role is too
simplistic and needs to incorporate more contemporary leadership theories, while
others maintain that it offers a solid foundation for leadership in change.

17. Employee Involvement and Resistance:
● Main Issue: The key issue here is whether the model provides effective strategies
for managing employee involvement and addressing resistance to change. Does it
recognize the complexity of employee reactions and provide adequate tools for
engagement?
● Disagreement: Some contend that the model's treatment of employee
involvement is insufficient and that it should incorporate more comprehensive
approaches to managing resistance, while others believe it provides a suitable
framework when supplemented with additional strategies.

18. Measurement and Evaluation of Change:
Main Issue: An important consideration is whether the model offers clear guidance on
how to measure and evaluate the success of change initiatives. Does it provide
appropriate metrics and evaluation criteria?
Disagreement: Some argue that the model lacks specific measures and that
organizations need to develop more robust evaluation methods, while others believe
that the model's emphasis on the "refreezing" stage inherently includes evaluation
mechanisms.

19. Cultural Sensitivity and Diversity:
Main Issue: In today's diverse and multicultural workplaces, there is a need to assess
whether the model adequately addresses issues related to cultural sensitivity and
diversity and whether it can be applied across different organizational cultures.
Disagreement: Some suggest that the model may need cultural adaptations and
considerations, while others argue that its principles can be universally applied with
appropriate cultural awareness.

20. Summary of the Problem
In essence, the areas for consideration within the context of Kurt Lewin's change model
revolve around its applicability in contemporary business settings, the adequacy of its
guidance on leadership and employee involvement, and its effectiveness in addressing
the complexities of modern organizational change. Disagreements often center on
whether the model needs modification or supplementation to address these issues or
whether it remains a valid framework when applied strategically and thoughtfully.

21. Conclusion on Kurt Lewin's change model:
A critical review of the role of leadership
and employee involvement in
organizational change

22. ● Despite the ever-evolving nature of the business landscape, Kurt Lewin's change
model has demonstrated its enduring relevance. The three-stage framework of
unfreezing, changing, and refreezing continues to offer a solid foundation for
understanding and managing organizational change.
● While Lewin's model provides a foundational understanding of leadership's role,
contemporary change initiatives often necessitate more adaptive,
transformational leadership styles. Organizations should look to integrate insights
from modern leadership theories to better guide their change efforts.
● The importance of employee involvement and engagement during change
remains paramount. To optimize the benefits of Lewin's model, organizations must
supplement it with more comprehensive strategies for involving employees,
gathering feedback, and addressing resistance.

23. ● Recognizing that one size does not fit all, organizations should embrace a flexible
approach to applying Lewin's model. Tailoring the model to fit specific contexts
and adapting its stages to suit the nuances of each change initiative can lead to
greater success.
● The model's inherent emphasis on the "refreezing" stage as an evaluation
mechanism is a strength. However, organizations must also develop specific,
tailored metrics and evaluation criteria to effectively gauge the success of their
unique change initiatives.
● In today's diverse workplaces, the model can serve as a universal foundation, but
it should be applied with cultural sensitivity and adaptability. Acknowledging and
embracing diversity in all its forms is essential for successful change management.

24. Recommendations
Incorporate
Empirical Data
Methodological
Clarity
Comparative
Analysis