2. Organizational Response Towards Change PRESENTATION Response to change Sources of resistance Forms of resistance Overcoming resistance to change Change strategy OUTLINE
7. Organizational Response Towards Change CHANGE STRATEGY Kurt Lewin – Three Step Change Model Unfreezing Movement Refreezing Kurt Lewin – Forced Field Analysis The Kurt Lewin model can help a leader do the following: Make a radical change,minimize the disruption of the structure’soperations; and make sure that the change is adopted permanently Kurt Lewin's change model recognises that people like the safety, comfort and feeling of control within their environment. It also recognises that they derive a strong sense of identity to from their environment.
8. Organizational Response Towards Change CHANGE STRATEGY Unfreezing Unfreezing means getting people to gain perspective on their day-to-day activities, unlearn their bad habits, and open up to new ways of reaching their objectives. Basically, the current practices and processes have to be reassessed in order for the wheels of change to be set in motion. Movement Transition is the inner movement or journey we make in reaction to a change. This second stage occurs as we make the changes that are needed. Refreezing “re-freezing” will give the people the opportunity to thrive in the new organization and take full advantage of the change.
9. Organizational Response Towards Change CONCLUSIONS In conclusions, change is a common thread that runs through all businesses and organisation regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too. Organizations that handle change well thrive, whilst those that do not may struggle to survive.
