Question 1
Question 2 Change Management Model
Successful change results from strategic planning, thorough communication, fierce dedication, teamwork, and a keen understanding of human nature. Change management models attempt to guide organizations and their managers through change. There are two change management models that I want to discuss.
Change Model
model of change consists of unfreezing, movement, and freezing. Unfreezing refers to conditioning individuals’ readiness for change, and establishing ownership. Momentum build when stakeholders align to introduce change and plan its implementation. Movement also called ‘transformation’ occurs when individuals engage in change initiatives. In the final phase, refreezing, individuals incorporate the change into their daily routine and reestablish equilibrium personally or within the firm. New behaviors solidified and ultimately deemed the norm (2005).
Advantages and Disadvantages
(1951) change management model is very simplistic and very easy to execute. The model proposes that change can be dealt with through fairly simple, straightforward solutions. model also shows that organizational change can be managed, mastered and controlled and when done properly in a step-by-step manner will be successful.
model is very rational, goal and plan oriented. The change looks good on paper, as it makes rational sense, but when implemented the lack of considering human feelings and experiences can have a negative consequences.
Change Model
change management model (Change by Rational Problem Solving), focuses on crafting or planning responses for organizational disturbance. The model seeks to promote a well-designed plan for solving disturbances in organizations and facilitating change. An initial organizational disturbance is the impetus in planned, rational problem solving, but the response is divided into six steps.
1. Feeling a need and deciding to do something about it
2. Actively attempting to define the problem
3. Searching for promising solutions
4. Applying one or more promising solutions to the need
5. Determining whether the problem is solved satisfactorily
6. Repeating the problem-solving cycle if the problem is not solved
This model also delineates the different roles of the change leader in managing change. The change leader according to (1998) must become the following:
- Catalyst – overcome and seek to change the status quo. The change leader must not also be complacent.
- Process Helper – must be knowledgeable in how to facilitate change in individuals and organizations.
- Solution Giver – must have a sense of timing and able to communicate effectively to create awareness of the solution’s value and to gain its ultimate acceptance.
- Resource Linker – must be able to bring people together and help the organization to discover and make optimal use of resources inside and outside the organization.
- Stabilizer – must be able to create stability in the organization.
Advantages and Disadvantages
The model calls for strategic planning and problem solving. However, the model tends to focus more on the change agent rather than the change itself.
Question 3: Diagnosis
Force Field Analysis
According to (2002), the force-field analysis identifies the drivers for change, as well as the barriers, obstacles, and resistance points . (1969) Force Field Analysis provides a framework for problem solving and for implementing planned change efforts around a broad spectrum of group and organizational issues. Diagnosis of the problem takes the form of recognizing the opposing forces as well as the supporting forces in the environment at the existing level of implementation. In diagnosing the problem using the force field method, the opposite forces that affect the organization (or team) are identified.
Force Field Analysis is a general tool for systematically analyzing the factors found in complex problems. It frames problems in terms of factors or pressures that support the status quo (restraining forces) and those pressures that support change in the desired direction (driving forces). A factor can be people, resources, attitudes, traditions, regulations, values, needs, desires, etc. As a tool for managing change, Force Field Analysis helps identify those factors that must be addressed and monitored if change is to be successful.
Affinity Diagrams
The affinity diagram is a management and planning tool. Use of this tool is based in the understanding that time invested in planning will produce remarkable dividends as the generated ideas and plans are acted upon and implemented. Unlike the basic tools for improvement that deal primarily with collecting and analyzing hard data, this tool focuses on issues and ideas (soft data). An affinity diagram is the result of a creative process focused on finding the major themes affecting a problem by generating a number of ideas, issues or opinions. The process identifies these ideas, groups naturally related items and identifies the one concept that ties each grouping together. Affinity diagrams aid in organizing random data to show the underlying organization of a problem or issue. They are especially useful if the situation seems chaotic because there is an excess of ideas, influences, objectives or requirements, or if breakthrough thinking rather than incremental improvement is required.
Credit:ivythesis.typepad.com
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