Running head: CHANGE MANAGEMENT
Process of Change Management
Process of Change Management
Organizations large and small undergo change almost on a constant basis. It has been said
that the only constant is change. Organizations must change in order to survive in todays
global marketplace. Organizations from the smallest of mom and pop businesses to the
largest multinational corporations must utilize change management principles. Change
management theories are part of the process of change management in business. There are
different change management theories that have been developed over the years.
Change Management Theories
One of the early change management theories was a three step model developed by Kurt
Lewin in 1947. Lewin believed that change was inevitable but short lived. Lewins model
consisted of three steps. The first step was unfreezing whereby the old behaviors were
stopped or broken. This process of breaking the behavior could be easy or very difficult
depending on the situation (Burnes 2004). The next step was that of moving. Moving was
the actual changes taken place or where the old behaviors were replaced with new
behaviors. Resources were identified and used during this step to make the change (Higgs
2005). Lewin believed that in order for change to occur. In order for change to occur all
elements of the change needed to be identified and reviewed. The third and final step was
called refreezing. Refreezing was the step in which the behaviors that were changed were
stabilized. Lewin believed that change without reinforcement was short lived. Sometimes
in order for refreezing to occur organizations had to change their culture and policies and
procedures (Burnes 2004).
Lewins change management theory approach was uniform in nature. Another such uniform
approach to change management theory was that of John Kotter and Leonard Schlesinger
(Higgs 2005). Their theories reviewed the reasons for resistance to change and also
approaches to decrease the resistance to change. Kotter and Schlesinger cited four reasons
causing resistance to change. First there was parochial self interest which concluded that
the individual was more interested or concerned about what the changes would mean to
themselves rather that the business. Second was misunderstanding typically caused by lack
of a operational communications apparatus. Thirdly, there was low tolerance for change
people by nature want to feel secure and have stability in the workplace. Fourth and finally
was the different opinions for the change need. Some people would disagree with the need
for change. Kotter and Schlesinger also described six approaches to lessen the resistance to
