Change is constant but tough. However, how do we manage or embrace the change? Because of technological advances, covid 19, globalization, changes are easy to feel and observe. In our everyday life, we will feel it. If you are a student then you have to attend online classes and take online exams. Work from home, online shopping, cyberbullying, online payment, and new normal are extremely normal these days.
As
a human being, you can fear change and it is normal. Generally, people fear uncertainty,
unknown situations. Since we don’t like any disruption, we feel hesitation and
confusion whenever we need to shift our flats, office, or jobs. we also need to
adjust whenever we change our mobile phone or even windows. At first, you have to recognise that change
is the reality.
Any organization must deal with change regularly. Changes such as the acceptance of new business methods or the development of promising new technologies are instances of constant organizational changes. Those interested in organizational development (OD) know how difficult it may be to persuade people to adopt attractive new technologies or decision-making methods. Some models can assist in clarifying the steps that can be performed to reduce the job of change management. Lewin's 3-step model and Kotter's 8-step model, both of which will be detailed below, are two of the most popular. So what are the similarities and differences between Lewin’s Change Theory vs Kotter’s Change Management Model?
“How does successful change happen?”
Lewin's Change Management Model
Lewin's model appears to be easy at first glance, as it just has three steps. These are referred to as 'unfreeze,' 'transition/ change,' and 'freeze.'
The first step is to try to reduce the pressures that keep the status quo in place and change the prevailing institutional mentality.
The
equilibrium position, which naturally wishes to retain things as they are, is
known as the status quo.
Unfreezing
can be accomplished by increasing influences that push people's behaviour and
attitudes away from the status quo. This can be accomplished by convincing
people of the necessity for change and establishing confidence.
The
second step entails the formation of new habits, values, and attitudes. Changes
in organizational structure or development strategies can be used to accomplish
this. One strategy is to persuade both individuals and groups that the status
quo is unsustainable and that they need to reconsider their approach to the
problem.
After
the change has been completed, the final step involves the crystallization of
the new state of affairs. Unless the improvements are reinforced through
freezing, the organization may revert to old methods of doing things.
John Kotter’s 8-step Change Management Model
1:
Establishing a sense of urgency
It
helps if everyone in the company wants to change by creating a sense of urgency
about the need for change and igniting the initial motivation to get things
moving. By doing so, we give the change program weight and send a message that
what's about to happen is significant. To make this work, we'll need a clear
explanation of why change is critical to the organization's diverse
stakeholders.
To
create a sense of urgency:
üIdentifying
and emphasizing potential dangers and consequences that may arise in the future.
üInvestigating
the possibilities that can be realized through effective interventions.
üInitiate
open and honest talks and discussions to encourage individuals to consider the
issues at hand and to provide convincing arguments for doing so.
ü On the problem of change, request the participation and assistance of industry professionals, important stakeholders, and customers.
2: Forming a powerful coalition
A strong team is essential to convince people that change is necessary. We
need credibility as change leaders to lead the change within the organization. A coalition should be built on the same
mentality of people and HR with skills and experience. The group
should work continuously to check throughout every stage of the change and make
sure that all key internal and external stakeholders are properly engaged in
the process. To supervise, coordinate, and communicate its activities, a powerful
group requires a coalition of capable individuals from among its ranks.
3: Creating a vision for change
Describe how the future will vary from the
past, and how you can make the future a reality by launching projects that are
directly related to the vision. A vision expresses the necessity for an
organization to move in a specific path.
Change-related
ideas and solutions must be linked to a larger vision that is easy to
comprehend and remember. A good compelling vision sells what's going to make a
difference, and how it'll make the company a better place to work for everyone.
The
difficulty arises when the adjustment involves downsizing or significant cost
reductions. Simply because it's terrible news, it's difficult to establish a
powerful, compelling vision, and organizations must be very talented
communicators to get a compelling vision across, regardless of the message.
4
Enlist an Army of Volunteers
Large-scale
change can only happen when a large group of people bands together to pursue a
similar goal. To drive change – moving in the same direction – they must be
bought in urgently.
5
Enable Action by Removing Barriers
Inefficient
processes and hierarchies can be barriers and should be removed to create the real
outcome. By removing barriers, action can be generated.
Is
there, however, anyone who is opposed to the change? Are there any procedures
or structures that are obstructing it?
Set
up a structure for change and keep an eye out for potential roadblocks.
Removing roadblocks might help you empower the individuals you need to carry
out your vision and bring the change forward.
What
you can do to help:
ü Identify
or hire change leaders whose primary responsibility is to implement the change.
ü Recognize
and recognize those who have helped to bring about change.
ü Identify
those who are fighting change and assist them in understanding what is
required.
6
Generate Short-Term Success
To
track progress and encourage volunteers to persevere, wins must be recognized,
gathered, and conveyed — early and often.
7
Sustain Acceleration
After
the initial results, increase your efforts. Systems, organizations, and
policies can all benefit from your growing credibility. Continue to implement
change after change until the goal becomes a reality.
Consolidating
gains and continuously develop by analyzing success stories one by one and
learning from each one. Many reform initiatives fail because success is
declared too soon.
8
Institute Change
Make
explicit the links between new behaviours and organizational success, and
ensure that they are maintained until they are strong enough to replace old
habits.
Changes
in corporate culture should be anchored.
Relationship between Kurt Lewin's Change Theory and Kotter's 8-Step
Change Model
|
Lewin
Change Model |
Kotter's
Change Model |
|
Unfreeze |
Steps
1 to 4 |
|
Change |
Steps
5 – 7 |
|
Refreeze |
Step
8 |
https://www.kotterinc.com/8-steps-process-for-leading-change/
https://hbr.org/1995/05/leading-change-why-transformation-efforts-fail-2
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