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MGMT603PPT.pptxManaging Change at Target Using Lewin’s Change Management Model
Managing Change at Target Using Lewin’s Change Management Model
Abstract
Change is a common thread that runs through all businesses regardless of size or industry. In an effort to assist Target leadership with these challenging days, today we will look at Kurt Lewin’s Change Management model for some guidance on best practices for handling change initiatives. The concept of "change management" is a familiar one in most organizations today. The current explain how Target company can use the change model to implement change in the organization and achieve greater success in its e-commerce. The Model of change that was developed by Kurt Lewin back in the 1940s, and still holds true today. His model is known as Unfreeze – Change – Refreeze, which refers to the three-stage process of change that he describes will be used in this perspective.
Change is a common thread that runs through all businesses regardless of size or industry. In an effort to assist Target leadership with these challenging days, today we will look at Kurt Lewin’s Change Management model for some guidance on best practices for handling change initiatives. The concept of "change management" is a familiar one in most organizations today. The current explain how Target company can use the change model to implement change in the organization and achieve greater success in its e-commerce. The Model of change that was developed by Kurt Lewin back in the 1940s, and still holds true today. His model is known as Unfreeze – Change – Refreeze, which refers to the three-stage process of change that he describes will be used in this perspective.
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Introduction
Change is a common thread that runs through all businesses regardless of size or industry. Our world is changing fast and organizations must change quickly, too. The ability of leaders to manage change has been challenged in unprecedented ways in 2020. Target Company is one of the leading online company that need to implement change in its technology information system to achieve greatness. Organizations that handle change well thrive, while those that do not may struggle (Kritsonis, 2005). In an effort to assist Rowan leadership with these challenging days, today we will look at Kurt Lewin’s Change Management model for some guidance on best practices for handling change initiatives. The concept of "change management" is a familiar one in most organizations today. But how organizations manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how well people within it understand the change process. One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today (Kritsonis, 2005). His model is known as Unfreeze – Change – Refreeze, which refers to the three-stage process of change that he describes. Lewin, a physicist as well as a social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
Change is a common thread that runs through all businesses regardless of size or industry. Our world is changing fast and organizations must change quickly, too. The ability of leaders to manage change has been challenged in unprecedented ways in 2020. Target Company is one of the leading online company that need to implement change in its technology information system to achieve greatness. Organizations that handle change well thrive, while those that do not may struggle. In an effort to assist Rowan leadership with these challenging days, today we will look at Kurt Lewin’s Change Management model for some guidance on best practices for handling change initiatives (Kritsonis, 2005). The concept of "change management" is a familiar one in most organizations today. But how organizations manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how well people within it understand the change process.One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today. His model is known as Unfreeze – Change – Refreeze, which refers to the three-stage process of change that he describes. Lewin, a physicist as well as a social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
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Obstacles that Cause Change Failures
Some of the obstacle to change at Target company may include and are not limited to the following:
Competing resources
Functional boundaries and lack of change skills
Middle management
Long IT lead times and poor communication
Employee opposition (resistance)
Initiative fatigue
Unrealistic timetables
As Target Company plan to implement change in its information system using the Lewin change management model, it is likely to face many challenges that may hinder successful implementation of change. Lack of change skills – Speaks to the importance of University leadership guiding the process throughout. Communication – Like many other initiatives, change initiatives require clear, strategized communication to avoid failure. Employee opposition (resistance) – Shows the importance of reducing resistance through communication and demonstrating the need for change (Cummings, Bridgman, & Brown, 2016). Unrealistic timetables – Ideally, change is gradual and given time to evolve, but there are times where that is not possible. Setting unrealistic timelines can really set back a change initiative. However, despite the obstacles, target is likely to implement successful change if it plan effectively and use the model as required.
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Elements of a successful change process
With the following successful change elements infused with the Lewin’s model of change, Target Company is likely to achieve successful change.
Good communication and strong mandate by senior management
Setting intermediate goals and deadlines
Having an adaptive plan and having access to adequate resources
Demonstrating urgency of change and setting performance measures
Delivering early, tangible results (quick wins)
Involving customers and suppliers early and benchmarking competitors
Good communication – To successful implement change at the organization, target should develop an elaborate plan that has all the elements of an effective change implementation elements. Communication should be clear, concise, timely communication is the # 1 key to successful change. Having an adaptive plan – Being flexible and agile is a major component of successful change – there will be curveballs to overcome. Demonstrating urgency of change – Involved parties need to be motivated to change and to understand the “why (Cummings, Bridgman, & Brown, 2016). Again the company should demonstrate urgency of change and setting performance measures. Delivering early, tangible results (quick wins) and involving customers and suppliers early and benchmarking competitors.
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Lewin’s Golden Rules for Change
Kurt Lewin’s change theory identified several golden rules on how change should be implemented:
Change should only be implemented for good reason.
Change is most effective when done gradually.
Change should be planned and not sporadic or sudden.
Strive to include individuals who may be affected by the change as much as possible in planning for the change.
Target will realize positive results if these rules will be adhered to during change process.
Kurt Lewin’s change theory identified several golden rules on how change should be implemented in organizational perspective. Target Company can use the golden rules to ensure that change is implemented effectively in the organization with minimized or with no resistance. The first rule states that change should not be implemented for any reason but for good reasons only. This implies that one should not just wake up one day and initiate change without a good reason. The second rule noted that change is done well if it is done systematically (Burnes, 2020). This implies that Target should not be rush the changes but should be done gradually for effectiveness. The other rule states that any change initiative must be planned for and should not be sporadic or sudden. The last rule of change according to Lewin is to strive to include individuals who may be affected by the change as much as possible in planning for the change.
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Lewin’s Three Stages of Change Model
The three stages of change according to Lewin include:
Unfreezing-creating the sense that change is required.
Changing-shifting from new and wanted behaviours in the organization
Refreezing-establishing the new behaviours as a normal routine.
Lewin’s change model provide organizations that want to implement change such as Target with different stages through which the change process can be implemented. Several change models have been developed to help organizations implement change effectively in the recent past but Lewin’s change model remain one of the cornerstone model because it explains change process in three concrete steps. This cornerstone model for comprehending change in the organization was developed by Lewin early in 1940s yet it is still widely used in the modern era (Burnes, 2020). The model has three stages that include unfreezing-creating the sense that change is required. Changing-shifting from new and wanted behaviours in the organization and refreezing-establishing the new behaviours as a normal routine. The analogy that was used to explain change in the organization is like that of changing the shape of the block of an ice. The simplicity of the model is one of the factors that have contributed to its continued use in the modern era even in the presence of other change models that have been developed recently.
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Three Stage Model Explained
As you take a look at this graphic for the 3 stage model, you may be thinking about Target this year. The pandemic has certainly provided the impetus needed to unfreeze, but unfortunately we didn’t have the ideal amount of time to ensure that our employees were ready for the changes. We will need to be agile right now and as time goes on (Kaminski, 2011). Now, sometimes you have determined exactly what needs to change and other times you may only have a broad idea of what has to change and it may become more specific while working through the 3 stage model. For example, you may involve others in implementing change, and an employee comes up with a great idea that had not been previously thought of – that can change some of the details of the changes being implemented. Often times if you have determined exactly what has to change, you may have completed surveys, or recognized frequent errors are occurring, or an event happened that was a game-changer, etc. Something caused the decision to make those changes and you have figured it out in advance.
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Stage One: Unfreeze
Unfreeze stage involves setting the stage for change in the organization by preparing people
Tell the people why change is needed for the better performance of the organization.
Creating the motivation to change and reduce resistance among the affected stakeholders.
Develop a compelling message showing why the existing way of doing things cannot continue.
The reasoning for change should be pegged on tangible evidence for example reduced sales
Unfreeze is the first stage of the change model that was developed by Lewin in 1940s. This stage is important because it is the stage that involves setting the stage for change in the organization by preparing people. In this stage, Target is likely to inform the stakeholders of the impending changes. Implementing successful begins with this stage and if it not done well, then change is likely to fail. The stage requires that change agents tell the people why change is needed for the better performance of the organization (Kaminski, 2011). Another important aspect of this stage is creating the motivation to change and reduce resistance among the affected stakeholders. It is in this stage that change leaders have to develop a compelling message showing why the existing way of doing things cannot continue. The reasoning for change should be pegged on tangible evidence for example reduced sales.
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Stage Two: Change
The second stage of the Lewin’s change model is change.
It is in this stage that focus is shifted to solutions as the new ways of working
The stage is initiated by implementing new approaches to the existing problems.
It is in this stage that goals are developed or identified.
Smaller, acceptable changes that reinforce and support change are instituted.
Management structures are developed and open, two-way communication (dialogue) is maintained.
The second very important stage of the Lewin’s change model is change. It is in this stage that real change is suggested focusing on the root causes of the problems in the organization that have necessitated change. It is in this stage that focus is shifted to solutions as the new ways of working and provide solution to impeding obstacles to effective performance (Hussain et al., 2016). The stage is initiated by implementing new approaches to the existing problems and improve the working condition of the organization. It is in this stage that goals are developed or identified and objectives that will be achieved in the short-term are also identified. Smaller, acceptable changes that reinforce and support change are instituted to ensure that change is implemented without resistance or minimized if any. Management structures are developed and open, two-way communication (dialogue) is maintained.
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The Third Stage: Refreeze
The ‘Refreeze’ stage needs to help people and the organization internalize or institutionalize the changes.
Measure success – Are the new measures being followed consistently? Are they incorporated into everyday business?
Offer training to those struggling with the change; accountability if necessary
Do not tweak a new process too soon – give it time to allow for a more accurate measure of the success of it (although that may be difficult during fluid times!)
The ‘Refreeze’ stage needs to help people and the organization internalize or institutionalize the changes. Measure success – Are the new measures being followed consistently? Are they incorporated into everyday business? Offer training to those struggling with the change; accountability if necessary. Do not tweak a new process too soon – give it time to allow for a more accurate measure of the success of it (although that may be difficult during fluid times!). New attitudes, values, and behaviors are established as the new status quo (Hussain et al., 2016). Staff will begin to feel confident and comfortable in this new world until the end. The next cycle of change comes around, that is! And it will as we continue to react. With change initiatives, we want to be proactive but in this difficult time how we plan will depend on some forces that are outside our control.
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Conclusion
Although Lewin’s change management model is continuously criticized for being too simple, it is universal, and as such, can be used by any organization. Target company stand a good chance to implement effective changes at the organization using this proposed change model. This aspect is an advantage of the model. Besides, it has been linked to successfully implementing change, the key objective of this model. In correlation with the contributions of this model in implementing change, most organizations today are continuously using the model. However, various factors within the organization ought to be considered, including the limitations attributed to the organizational challenges and the suggested change. Regardless, incorporating this change management model in the implementation of change yields significant outcomes.
Although Lewin’s change management model is continuously criticized for being too simple, it is universal, and as such, can be used by any organization. This aspect is an advantage of the model. Besides, it has been linked to successfully implementing change, the key objective of this model. In correlation with the contributions of this model in implementing change, most organizations today are continuously using the model. However, various factors within the organization ought to be considered, including the limitations attributed to the organizational challenges and the suggested change. Regardless, incorporating this change management model in the implementation of change yields significant outcomes.
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References
Burnes, B. (2020). The Origins of Lewin’s Three-Step Model of Change. The Journal of Applied Behavioral Science, 56(1), 32–59. https://doi.org/10.1177/0021886319892685
Cummings, S., Bridgman, T, & Brown. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human relations 2016, Vol. 69(1) 33–60
Hussain, Syed & SHEN, Lei & Akram, Tayyaba & Haider, Muhammad & Hussain, Syed & Ali, Muhammad. (2016). Kurt Lewin's process model for organizational change: The role of leadership and employee involvement: A critical review. Journal of Innovation & Knowledge. 10.1016/j.jik.2016.07.002.
Kaminski, J. (2011). Theory applied to informatics – Lewin’s Change Theory. CJNI Journal. http:// cjni.net / Journal_original / Winter2011 /cjni.net-_Theory_applied_to_informatics_%96_Lewin%92s_Change_Theory___CJNI_Journal_.pdf
Kritsonis, A. (2005). Comparison of Change Theories. International Journal Of Management, Business, And Administration Volume 8, Number 1.
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