Question

Using Lewin's model of change

1. Discuss the role that systems thinking and communication play in the organizational change process. minimum of 1000 words

Answer 1

Answer :

Kurt Lewin designed a three-step change model: unfreezing, changing, and refreezing. The model provides an incredibly clear and realistic paradigm for understanding the process of transition. For Lewin, the change process involves creating the impression that a change is required, then progressing to the new, improved level of behaviour and, eventually, solidifying the new behaviour as the norm. The model is still commonly used and serves as the basis for many new models of change. "Stagnation means decline "in many diverse organisations is a popular saying. Thus reorganizations, modifications and other improvements occur within organizations. Sadly, workers aren't really satisfied with these. Sadly, workers aren't always comfortable with these changes and therefore transition also encounters opposition.

System thinking and Communication play a very important role in the impact of organizational change. During the unfreezing stage, communication is particularly important so that employees can be informed about the imminent change, its logical interference and its benefits to individuals. The theory is that the more we learn about a change, and the more we believe it is important and urgent, the more driven we are to embrace the change. You need to defrost or thaw it out before you can prepare a meal that has been frozen. One can say the same about the transition. It must go through the initial stage of unfreezing before a move can be enforced. Since many people would instinctively resist change, the aim is to build an understanding of how the status quo is during the unfreezing period. The existing acceptability degree somehow hinders the organization. Old patterns, ways of thinking, procedures, individuals, and organizational frameworks must all be closely analyzed to show workers how important a shift is for the company to build or sustain a competitive edge in the marketplace. Lewin agreed that change is a phase where the company needs to step through a new state of being or transformation. This changeover, also referred to as 'transitioning' or 'moving,' is marked by the change being implemented. This is when the transformation becomes real. Consequently, it's also the time most people are struggling with the new reality. It is a time marked with anxiety and uncertainty, making it the hardest step to overcome. Employees continue to learn new habits, procedures and ways of thinking throughout the evolving phase. During this period, workers will be reminded of the reasons for the transition and how it will help them once it has been completely implemented.

Communication is the main and one of the most complicated criteria to effectively execute an organizational change plan, as it requires an exchange of thoughts and emotions with people in an organization through various media. This is one of the hardest challenges an organization faces during the entire transition implementation process. A comprehensive strategic relations strategy will help companies navigate an organization effectively through the transition. In the preparation process, interactions will help to identify risks. This lets workers understand the transition better – the cause, advantages, effects on them and their position. Communications help workers get engaged in change, making them feel motivated to contribute and participate in the desired change. The communication strategy needs to be an important part of the change strategy that answers the issues of how, when, where and why change from the viewpoint of the people. Unlike other strategic documents, the communication strategy will also be recorded and regularly checked. The Secrets of Sustainable Change stresses that the approach of an organization to employee engagement is just as important to the transformation 's success as the actual execution of the transition.

Communications are a top driver of engagement when done correctly, as employees understand how their contribution affects the organization and feel empowered to proactively develop their self and the organization. Communicating the Change Vision and doing it early is crucial. This is the most critical step since it includes communicating the vision of progress and what will be done by the company at the end of the project. The vision should be presented in a simple form, it must be transparent and it must be capable of strongly influencing people in enforcing decisions. Good communication strategy during a phase of transition helps to mitigate the anxiety or concerns related to a transition by communicating how the change would impact the people involved with it and why it is being introduced. Care should be taken in understanding how people with various communication mediums think about change. The presentation style and selection of words to attract these group of stakeholders should be given importance for visual learners, recorded materials that better appeal and aid them in understanding the change vision and for successful listeners. Lewin named his transition model freezing the final stage but others refer to it as refreezing to symbolize the process of strengthening, stabilizing and solidifying the new state after the change. The changes made to organizational processes, priorities, structure, deals or individuals are recognized as the new standard or status quo and refrozen. Lewin considered the refreezing phase to be especially critical in ensuring people don't revert to their old ways of thinking or doing before the shift was introduced.

Positive reinforcement and affirmation of individualized actions are also used to strengthen the current state since it is assumed that validated behaviour is likely to be replicated. Peter Senge was a pioneer in helping us apply systems thinking to organizational change process. He stressed the central role of organizational learning and developed mechanisms and resources to identify organizational dysfunction and enhance the functioning of organizations. He emphasized, in particular, some of the organizational learning disabilities, or delusions, that must be recognized if the organization wants to change and survive. A better way of seeing and knowing what is happening in every company and its environment. Complex topics become easier to understand, as do the interrelationships or sections and the various cycles of cause and effect. Thought from an angle to the method provides a clearer vocabulary and a more comprehensive and integrated way of thinking. The values are a wide-angle lens for a camera. This gives us a clearer understanding of our "radar spectrum," a more efficient way to think, communicate, act, and achieve superior outcomes. The boiled frog illusion is a story that's widely told, but living systems never benefit from its message. If you put a frog in a pot of boiling water it's going to hop out immediately. But if you carefully put the frog in a pot containing room-temperature water and slowly increase the water temperature, the frog does not notice the rise in temperature and will remain in the water even though he is free to jump out. The explanation for this is that the internal survival system of the frog is adapted to coping with rapid, not incremental, changes in its environment. The same is true for our organisations. Systems Thinking allows for a system that can bring about sustained results. A way to learn new concepts faster. Its basic principles are simple and clear, remaining the same from system to system and organization to organisation. These methodologies maximize efficiency and profitability, help handle change and minimize operational costs.