Numerous models have been made available to understand the transition of individuals via phases pertaining to change management as well as having strengthened initiative of organizational development in both, corporate and government sectors.
Unfreeze-change-freeze
An easy going model relating to change which has been developed by ‘Kurt Lewin’ went on to describe change in the form of a 3-stage process. The 1st stage was called ‘unfreezing’ by him. It involved having overcome inertia and dismantled existing mindset. Bypassing of defence mechanisms is required. The change takes place in the 2nd stage. It’s conventionally a transitioning and confusing period. Old ways have been challenged time and again. However, there hasn’t been clear picture for having replaced them with. Lewin called 3rd and last stage ‘freezing’. It has been referred to as ‘refreezing’ by the other people.
The novel mindset has been crystallizing and comfort levels of one are being returning to the previous levels. Rosch has argued that such a 3-quoted version of approach of Lewin is nothing but an oversimplification. He has also stated that theory stated by Lewin was, in actual sense, more complicated. Moreover, it had been owned more towards Physics as compared to behavioural science.
Theorists, however, have preferred to remain resolute with regards to their interpretations concerned with ‘force field model’. Such a 3-stage approach towards change has also been adopted by ‘Hudges’. He has made references to ‘exit’, i.e. having departed from existing state, ‘transit’, having crossed unknown territory, and ‘entry’, i.e. having attained new-fangled equilibrium. Hanna and Tannenbaum in the year 1985 went on to suggest a process pertaining to change where movement has been from homeostasis as well as holding on, via dying, letting go, to ‘moving on from rebirth’. Even after having elaborated the entire process to 5 stages, Judson has proposed a linear-staged model regarding implementation of change. The main topics of this model include planning and analysis of change, communication of change, having gained acceptanceof novel behaviours, having changed from status quo up to desired change, and having consolidated and institutionalised new state.
Kubler-Ross
Certain theories relating to change have been based on the derivatives of Kubler-Ross model, that too, from the book ‘On Death and Dying’ by Elizabeth Kubler-Ross. Various stages concerned with model of Kubler-Ross go on to describe emotional and personal states typically encountered by a person while having dealt with the loss of loved one. The derivatives of the model which have been applied in the other settings like workplace go on to show that emotional states of this kind can be encountered as the individuals get confronted with the thing called ‘change’.
‘Change’ formula
A ‘Formula For Change’ had been developed by David Gleicher and Richard Beckhard. At times, it’s called ‘Gleicher’s Formula’. This Formula goes on to illustrate that mixture of futuristic vision, organizational dissatisfaction, and the probability of tactical and immediate action should be stronger in comparison with resistance within organization for having obtained meaningful changes for having occurred.
ADKAR
ADKAR model pertaining to change management on the individual basis had been developed by ‘Prosci’, that too, with input through > 1000 organizations existing in 59 countries in all. The model stated above goes on to describe 5 building blocks that are needed for being realized successfully. ADKAR model’s building blocks are inclusive of awareness regarding the need for change, desire to have supported and participated in change, knowledge of the way to change, ability to have implemented novel behaviours and skills, and reinforcement to have sustained the change.
Change management on the organizational level
Change management on the organizational level is inclusive of tools and processes for having managed peoples’ side regarding change at the organizational level. Such tools are inclusive of structured approach which needs of being used for transitioning organizations or groups via change. When having combined with the understanding of change management on the individual level, such tools go to provide framework to manage peoples’ side, as far as change is concerned.
Processes related to change management at organizational level are inclusive of techniques to create strategy of change management, i.e. readiness assessments, building awareness regarding requirement of change, i.e. communications, developing knowledge and skills for supporting change, i.e. training and education, aiding employees in having moved through transition, i.e. coaching by supervisors and managers, and methods for having sustained the change, i.e. measurement systems, reinforcement, and rewards.
Dynamic conservatism
This model designed by ‘Donald Schon’ goes to explore organizzations’ inherent nature for being conservative as well as have themselves protected from incessant change. Increasing need owing to increasing pace (of change) has been recognized by Schon. This process needs to become more flexible, as stated by Schon. It’s, in fact, a kind of ‘learning’ process.