Change is an essential element of any organization that seeks to continually improve and grow. Kurt Lewin developed a three-stage model that can effectively be employed by the management of organizations to address necessary reforms effectively. The three stages developed by Kurt Lewin tackle change endeavors through unfreezing, change, and freezing processes. The Kurt Lewin change model affirms that change is not a sequence of detached processes but the one that flows smoothly from one step to the next (Hussain et al., 2018). The excellence with which an organization addresses change endeavors determines whether it will flourish or even survive.
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As the CEO of a company that wants to establish a new strategic approach to ensure that it enhances its competitiveness and sustainability, a good practice would be to employ the available tools to implement organizational change. I would utilize tools such as managerial power and organizational structure to lay down the processes of change before informing all the stakeholders, including employees, concerning it. The strategic approach would commence with the application of leadership tools, encompassing a visualization of future possibilities (Hussain et al., 2018). This would be followed by enlightening employees about the benefits of the proposed change through the application of management tools that encompass the definition of roles and control approaches. The use of the power tools of compulsion and punishment would only be done as a last resort when all other alternatives fail. I would use the Kurt Lewin change model to implement the required transformation in the company.
The first stage in the implementation of change (unfreezing) would entail the management of the company seeking to establish the necessity of change and determining the reasons as to why the present practices are no longer tenable. This would provide a strong foundation for the need to replace current operations, strategies, and norms (Hussain et al., 2018). At this phase, company leaders will be cognizant of the fact that workers will experience uncertainty concerning how the change will affect them, and such doubt might result in the fear of proposed transformations to the point of developing resistance. This will necessitate the management to establish, in advance, ways of making employees understand that change is crucial and urgent as such a realization will enable them to embrace proposed adjustments.
In the second stage (change), the proposed reforms will be gradually implemented. For example, to improve the company’s competitiveness and sustainability, some of the employees in less engaging or unproductive positions will have additional responsibilities. Apart from their current duties, such employees may be given the tasks of marketing the company’s products on social media platforms and strengthening corporate social responsibility by sponsoring sports clubs and helping the less fortunate in the surrounding community. Since this may characteristically generate confusion, uncertainty about the future, and the need for increased pay commensurate with added responsibilities, the management will focus on clear communication with employees in an attempt to address their concerns while making any necessary adjustments (Hussain et al., 2018). In the third stage (freezing), the management will offer adequate support to employees until they become comfortable with their new roles.
Change is a fundamental element of any company that seeks to constantly prosper and expand. Organizations should embark on change endeavors as processes rather than separate phases. There is a need to understand that workers might resist the proposed change and establish practices of ensuring that any opposition is addressed successfully. Kurt Lewin’s change model establishes three stages that assist a company to manage its transformation endeavors effectively.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.