Change Management: Theories and Models for Organizational Growth

Running head: CHANGE MANAGEMENT
Change Management
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Table of Contents
Introduction......................................................................................................................................2
Change management theories..........................................................................................................3
Lewin’s change management model...........................................................................................3
The McKinsey 7-S model............................................................................................................4
Kotter’s Theory............................................................................................................................6
Nudge theory...............................................................................................................................7
The ADKAR model.....................................................................................................................8
Bridges’ transition model............................................................................................................8
Kübler-Ross’ change curve..........................................................................................................9
The Satir change management model........................................................................................10
How the articles affect organization..............................................................................................11
Conclusion.....................................................................................................................................12
Recommendations..........................................................................................................................13
Bibliography..................................................................................................................................14

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Introduction
The structure for managing the consequences of new processes in business, cultural
changes within an enterprise or changes in organizational structure is known as organizational
change management (OCM). To make it simple, the side of the people which require change
management is addressed by OCM. When people across an organization are required to learn
new behavior and skills because of certain changes, a systematic approach towards OCM is
appropriate. By setting expectations formally, proactively finding ways to decrease
miscommunication and deploying tools to improve communication, the stakeholders of an
organization can initially address the change and stay on track to counter any discomfort which
is associated with it. There are varies models which have been developed for the purpose of
managing change within an organization. All models seek to enhance the capabilities of the
individuals working for an organization to learn and adopt with the changes (Altamony et al.,
2016).
The purpose of this report is to through a light upon how contemporary research which
have been conducted in the area of change management. The report explains what the current
literature available has to say about change management. In addition the report analyzes what
such theories mean in relation to organizations. The report concludes by analyzing the validity of
current change management models.
Change management theories
There are various journal articles which provide theories and models in relation to managing
change and utilizing it for organization growth. Few of the theories are discussed in this part of
the report
Lewin’s change management model
This model is one of the most popular approaches towards change management. Lewin provides
a model where the process of change has to be segregated into three stages. Through this process
the complicated process of change management is divided into a smaller part which is
responsible for the people in the organization as well as the process itself. The three stages of
management which has been described by change management include Unfreeze, Make changes
and Refreeze. Each stage requires looking into and is little hefty and therefore is divided into
their own sections. The theory provides that the process and perceptions of the organization has
to be unfreezed. When it is realized that the organization requires change the current process has
to be unfreezed and how things are done needs to be considered. Once it has been identified
where the organization was not functioning correctly the new changes have to be implemented
and people of the organizations have to be guided towards adopting with the changes. The new
status quo has to be “refreeze” when the changes have been implemented, evaluated and tweaked
according to feedback (Hayes, 2014).

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Source: (Shirey, 2013)
The model is appropriate when the organizations require drastic change for the purpose of
succeeding and as the process requires to analyze whatever is to be changed the it helps is
identifying hidden mistakes. However the model can be time consuming and difficult to enact
due to the scale of unfreezing process required. In addition massive changes bring up the risk of
alienating employees as drastic changes are made to their workflow (Hayes, 2014).
Source: (Shirey, 2013)
The McKinsey 7-S model
This model is appropriate for the purpose of analyzing the coherency of the organization instead
of large shifts and deep analysis. When organizations identify a reason to change and does not
know what to do, this is one of the most appropriate models for the organizations. The model
provides for the analysis of seven aspects of the company and what effect they have on each
other. The changes which are to be made then needs to be highlighted. These features include
strategy, structure, systems, share values, style, staff and skills (Cox, 2017).