Comparative Analysis of Change Management Models and Strategies

This report provides a comprehensive overview of change management, focusing on several key models and their practical applications. It begins by defining change management and its importance in organizational contexts, emphasizing the need for adaptability in dynamic business environments. The report then delves into specific models, including Lewin’s Force Field Analysis, detailing its three-step process of unfreezing, change, and refreezing. Beckhard’s Change Plan is explored, highlighting its focus on aligning goals, identifying current action plans, and developing strategies for transition. Thorley’s Model of Change is presented, outlining directive, bargained, hearts and minds, analytical, and action-based strategies. Finally, Kotter’s model of Change is examined, with its eight-step approach to creating a sense of urgency, building a guiding coalition, and implementing change effectively. The report concludes by summarizing the strengths and applications of each model, providing valuable insights for leaders seeking to drive successful organizational change. The report also touches upon the E and O change theories by Beer and Nohria.

Running Head: Manage Change
Manage Change

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Contents
Introduction.................................................................................................................................................2
Lewin’s Force Field Analysis.........................................................................................................................4
Beckhard’s Change Plan..............................................................................................................................5
Thorley’s Model of Change..........................................................................................................................6
Kotter’s model of Change............................................................................................................................7
Conclusion...................................................................................................................................................9
References.................................................................................................................................................10

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Introduction
According to Burnes (2012) change management refers to the process of transformation of
organization’s current working into more better and innovative way, so that the future objectives
of an organization are fulfilled (By, Burnes, & Oswick 2012). The author also believes that
change management is a complex process performed by the companies which has rigid
obligations to follow. In contrast to this notion some exerts exclaimed that change management
do not need any blue print or standardized form to apply in an organization. In basic words,
change management in an organization is adoption of an idea, procedure by the company to
make an effective change in the organization and its performance. The change in management
shall be new and shall redefine the statement and management of the organization (By, Burnes,
& Oswick 2011).
Change is an externally driven process, also the terms corporate transformation and
organizational transformation are words which are used as synonyms. Thus through this
statement it can be understood that for any change in the management of the company firstly the
organization need to adapt that change from the corporate environment of the market. the change
management is a mere term used to make innovation and implementation plan in the internal
management which shall influence the external factors of the company’s well and shall give
effective profit to the organization (Gassmann, Enkel, & Chesbrough 2010).
There can be different aims for different organizations for which they shall initiate management
change but the major reason for which change in management process is applied is the need to
implement a structured plan for successful globalization and innovation of business. Activities
such an e-commerce, use of social media for promotion effective HRM techniques are a part of

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the change management process only (Chatenier 2010). The change says that if business
environment and the companies experience so much variation and change in their daily process,
then they shall adapt the capability to change according to that change present in the
environment. A flexible organization will grow more than an orthodox and rigid form of
organization. It is a clear fact the all organizational environments are fluctuation and to survive
in that kind of environment, the companies also need to work according to the market conditions.
Then the need of change management appears in an organization (Bogers & West 2012).
There are many types of change management process and models present in the environment but
an effective management change has four basic steps to perform which explained below:
 Recognition of change in broad business concept: this is the kind of change identified
in the internal process of the organization. The change management also includes the
competence of the company to adjust their employee according to change because they
are the only source who regulate change in the organization (Poff & Zimmerman 2010).
 Response to fluctuation as per company’ need: under the change management process
firstly the company needs to analyze the market conditions prevailing in the environment.
Further according to those conditions the management of the company needs to initiate
responses to those changes. Further the company shall plan to amend the changes in the
organization (Hayes 2014).
 Preparation of employee development plan for training: any change in the
organization is accepted and implemented by the employees of the company (Serenko &
Bontis 2017). The employees of an organization are regarded as the most important asset
of the organization. Thus, the company makes a program for the training and

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development of the human resource of the organization so the change management
objectives are fulfilled (Hon, Bloom, & Crant 2014).
 Achievement of standards: at the company the company will analyze and compare the
organizational results with the objectives defined by the company. Changes in an
organization are associated to recover the drawback of the company. Thus after the
process of change management the company shall compare the results with expected
standards (Hornstein 2015).
The theory of change management holds three type of model under the approach. Further the
details of models are discussed below:
Lewin’s Force Field Analysis
The model was developed by Kurt Lewin in the year 1947. The model is named as the
three step model as well. And the three phases are as follows:
1. Unfreezing: it refers to the process of keeping aside the old and rigid laws which
used to hamper the growth of the company. Process aims to open the mind of the
people of the organization for new and immediate changes. The manager of the
company shall help the employees to have an open minded thinking ability. Thus
unfreezing basically refers to a task changing the mindset of people against
different conditions of the market (Lozano 2013).
2. Change: change or transition refers to the step under which new ideas are learned
and applied by the management of the company. The management of the
companies takes the initiative to help the employees to adapt changes and think
for new ways to perform the functions of the management. The change may also

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lead to some issues within the organization, but the employees need to be patient
in that case and act responsibly in all matters (Cameron, & Green 2015).
3. Refreezing: refreezing refers to the process of change management under which
whatever has been taught to the employees by the management shall be taken in
to action (Sallis, Owen, & Fisher 2015). The activities shall now be incorportated
in the regular working of the employees. Such change shall be adopted by the
employees with the help of change management. This step is the final stage of the
model under which actual performance is seen and analyzed.
Thus, in summarized form the model works in such a way that, initially the workings
of employees are being freeze, further with their training they are being incorporated
with the knowledge of change of change management and its activities. Further in the
process of transition the employees get the ability to adapt change occurring within
the organization due to change in market conditions (Johnston & Marshall 2016). The
workings of the employees are made flexible so that efficiency is initiated in all kinds
of environment. Once the change is adopted by the employees, then the management
refreezes the activities of the organization. This is done so that the employees can
work and easily show their skills and abilities in the organization. By the end of
freeze period the employees shall work according to the skills taught in the process of
change management (Shirey 2013).
Beckhard’s Change Plan
The Plan was developed by Richard Beckhard who incorporated the following segments
in the plan of change management:

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 Adjustment of goals and standards as per the future change conditions of the
organization (Langley, et. al., 2013).
 Identification of current action plan implemented as per the current objectives set.
 Defining proper change management activities as per the future changed
objectives of the organization.
 Development of adequate tool of strategies to manage the transition process and
future uncertainty (Coghlan, Rashford, & de Figueiredo 2015).
The organizations shall inspect their quarterly reports and then amend changes accordingly
which are required in the functioning of the organization in the competitive market. The
beckhard model provides long run approach to improve the organizational competencies by
initiating to change the whole organizational management not just a department of the company
(Fry 2017). The model gives support to the top management by helping them to initiate new
regulations in the organization. Also this plan helps the lower level management to comply with
the new provisions made by the top management. All the members connected with the organized
are aligned together to contribute a positive change in the organization. Further under this plan,
Marshak stated that the plan rationally gives an idea to the organization that how to initiate
changes and what outcome will appear after such initiation. Although the steps present in the
plan can be molded according to the profitability of the organization, but they shall give an
effective change in the organizational change management system (De Waal et. al., 2014).

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Thorley’s Model of Change
This model was introduced by K. Thurley; the researcher gave five major strategies to
companies to maintain changes within the organization (Million, & Bossaller 2015).
Further the strategic changes are explained below:
 Directive: this strategy refers to the obligation of the company to make changes at
the time of crisis when all the other programs of management have failed.
 Bargained: this approach gives a view that the powers of the management are
shared between the employer and employee (Ouma 2017). Also some
negotiations, compromises are required in such change.
 Hearts and minds: it refers to the change in the attitude and belief of the human
resource. This approach seeks positive assurances of the employees for the
changes.
 Analytical: under this strategy the management needs to plan the process of
change. Firstly by creating a blue print and analyzing the possible outcomes of it,
also defining the subsequent stages of the process (Johnson 2015).
 Action-based: the strategy identifies the way through which managers perform
the change management theoretical and analytical models of change management.
Kotter’s model of Change
This model was developed for the purpose of changing the vision and mission statement
of the organization strategically and transforming the changes for the betterment of the
organization (Calegari, Sibley & Turner 2015). The approach involves eight steps which
are as follows:

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 John P. Kotter initiated this understand the changes better. The first step suggests
that there shall be creation of sense of surgery. The organization assumes that
there are negligible changes in the internal as well as external environments of the
organization, contradicting to the situation, and the events of the organization are
not certain at all. Thus due to such state of mind change in the internal process is
avoided (Pollack, & Pollack 2015).
 The second step approaches the organization to build a strong alliance of
employees to work with resistance.
 Resulting to which the management shall create a plan to optimize the vision
statement and plan strategies accordingly.
 The fourth step of this model includes the process of communication of the vision
statement and other mandatory changes. So that people are aware with the fact
that the organization has planned changes, thus they do not need to battle with
difficulties for a longer period of time (King, Hopkins, & Cornish 2017).
 The next step deals with the process of encouraging and inspiring the employees
and other people to recognize and adapt changes for efficiency.
 The process will help the organization in resolving the barriers easily and
initiating co-operation in the management (Carter et. al., 2013). Also, another
benefit which this will give is that the organization will become a creative
problem solver expert, which will increase the satisfaction level of employees
towards the company.

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 In order to initiate the process of change management effectively, the company
shall provide short term benefits and rewards to the people time to time, so that
they get motivated and satisfied as well (Brigham, & Ehrhardt 2013).
 The final step involves refining the process and amending changes in the system
if required. This strategy focuses on the process of making further changes if
required, and also fixing the changes permanently. Kotter suggested that the
changes should be reinforced in such a way that it demonstrates a relationship
between behavioral change and organizational success (Helfat & Martin 2015).
Beer and Nohria explained the E and O change theories. The E theory is considered to be hard
approach to comply as it focuses on changing the economic values of the organization. Whereas
the theory is O is comparatively an easier approach to comply as it aims to make changes in the
corporate culture and the human resource of the organization. Further the companies which
effectively combine both the theories in fulfillment of their organizational objective can gain
success and productivity in the organization (Shirey 2013).
Conclusion
Thus in the limelight of above event it shall be noted that the process of change management
requires strict strategy and procedures to follow those actions. There are certain models defined
to apply the change management with the organization. It initiates competence and flexibility
within the organization (Benn, Dunphy, & Griffiths 2014). Hence, concluding the above
statements it can be said that this type of management in the organization provides many benefits
to the organization if done in a correct way otherwise the management can become more
ineffective among employees.

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