Justification of Models for Change Management: Lewin's, McKinsey 7S, and Kotter's Models

Running head: Justification of models 1
Justification of models
Student’s Name
University Affiliation

Justification of models 2
New Zealand- Lewin’s Change Management Model
The justification for model selection
According to Cummings (2016), Lewin’s Change Management Model is applicable in
management environment that involves people who are reluctant to change and have a tendency
to remain adamant and maintain their status quo. In New Zealand, the trend of the organizational
behavior exhibited by the staff shows a people who need step by step implementation of change.
This model will work best in their favor because it allows time for people to acclimatize to the
change being incorporated. Therefore there exists a need to evaluate their timeframes,
environmental factors, adaptability and all factors that play a role in ensuring there is a
progressive customization into the new system being adopted (Grant, 2016).
The Lewin’s change management model begins with the Unfreezing stage which
provides an environment to acquire the capability of adapting to the new changes and
motivating the employee to prepare for the change (Salman & Broten, 2017). Here, the
senior employees in “Te Awamutu” office will be the central reference in the process of
unfreezing people for the change. The need for a transition process as defined in the
Lewin’s change management model is also fundamental to this type of staff. It helps all
potential employees with regard to leadership capabilities by motivating them due to the
possession of these qualities that are essential for the company. The New Zealand
management environment has the old school employees and these would benefit from the
final stage; the refreezing process of the Lewin’s model (Abrell-Vogel & Rowold, 2014).

Justification of models 3
Lewin’s Change Management Model gives the overall direction to the process of adapting to
the change that is being incorporated into the company. It also shows changes that need to
be effected at each stage of the change adoption process. This helps those involve to get the
direction of what concerns all important components in this transaction. The
“KiwiSheepSkin” company branch in New Zealand has strong leadership and management
strategies. This is why this model is a fundamental consideration to the state of management
in the company (Simon, 2015). It is better placed in countering the employees’ human
perspectives of being resistant to change and acquiring of the skills needed by the company.
Integrating process
Using the Lewin’s Change Management Model, the leaders will be tasked with the job of
involving the existing old-school employees of the company. This will help them feel
accompanied in the ideal process of implementation of the ‘performance pay’ system. The
senior employees are tasked with the role of remaining a positive glance at the
implementation process and keeping in upgraded with the change model being effective in
the company ((Shin, Shapiro & Taylor, 2015). The integration process will involve
installing the required procedures and laying down the plans and decisions. All these
standards of integration involved in the transition process must be followed in the process of
implementation and address of the change. The standards are clearly defined, and this helps
in achieving the goals of the changes.
Japan-McKinsey 7S Model
Justification of selection