Analysis of Change Process at Australian Post Using Lewin's Model

This report provides an analysis of the change process implemented by Australian Post with the introduction of Priority Labels, focusing on the application of Kurt Lewin's Change Theory. The report explores the three phases of Lewin's model: unfreeze, change, and refreeze, and how they were applied by Australian Post to facilitate faster delivery services. It examines how the company created awareness, implemented changes, and stabilized the new service. The report highlights the importance of change management in ensuring successful organizational transitions, particularly in reducing resistance and achieving desired outcomes. The analysis provides a case study of change management, illustrating how Lewin's model can be used to understand and manage change within an organization. The report concludes by emphasizing the significance of effective change management for the successful positioning of new services in the market, as exemplified by Australian Post's approach to its Priority Label service.

RUNNING HEAD: CHANGE PROCESS 0
Change process
Student’s Details-
JANUARY 25, 2020

CHANGE PROCESS 1
Analysis of Change Process through Kurt Lewin Change Theory
Change management process is concerned with the formal communication and the
management of change that can ensure that the success of the organization. This can well be
managed through a modal that will determine the significant ways by the change has been
initiated through the reduced resistances (Morin, et al., 2016). Here, the discussion is made
on the change management process in which the process of change initiated by Australian
Post in which the company has introduced the Priority Labels in order to facilitate the faster
delivery service to the privileged customers.
Australian post provides the postal services to the customers in which it acts as the post
office. It has introduced the new Priority Label for the customers for the facilitation of the
faster delivery that can cost 50 cents each and provides the privilege to the customers to
deliver the parcel faster than the usual stamps (AustralianPost, 2020). This is the change that
the company has introduced to increase the productivity. Application of the Kurt Lewin
Change Theory, it can be understood that change process is based on the three phases that
elaborate the significant ways of making change and also elaborating the ways of
implementing the changes. Moreover, when Australian Post has initiated the change, it has
followed the change process in which they had made sure that there are lesser resistances to
change and also the purpose of the change is fulfilled.
Kurt Lewin Change Theory demonstrates that the change consists of the new idea that
includes the new process and also involves the new process of the change that can involve the
new design that will be practiced in order to fulfil the purpose of the change process (Huarng
& Mas-Tur, 2016). It includes the three phases in which change is implemented. Unfreeze,
change and refreeze are the stages that can ensure that the change is effective. Firstly, there is
unfreeze in which the organization makes attempts to create the awareness of the change in
which old behaviours, process and traditional structures are carefully being examined in order
to make the people aware about the change initiated. Similarly, Australian Post need to enter
into the unfreezing stage in order to make sure that the company has carefully examined the
certain factors for the creation of awareness of the Priority Label as it can provide the basic
information and idea of the new process and will ultimately reduce the tendency of
resistances and further problems associated with the change. The customers are previously
made aware of the benefits of the new plan that can create the curiosity amongst the
customers for the particular service introduced by the company.

CHANGE PROCESS 2
The second phase is the change stage in which the change is implemented through the giving
the new responsibilities and tasks to the people and initiate the change process. It is the new
transition of the change for keeping the situation into a new state of being (Cummings, et al.,
2016). Moreover, when the company makes the changes into the company then the company
needs to make the changes into the service delivery, it initiates the change process through
the actual implementation of the plan that can facilitate the customers with several benefits.
Further, Lewin’s theory has given the last stage in which is refreeze that elaborates that the
stabilization and solidification of the new state of the change that particularly involves the
process of appreciating the people with the positive rewards and the motivational methods
and making afterwards steps in order to take the full advantage of the change made (Hussain,
et al., 2018). Further, this can further be elaborated in the case of Australian Post in which the
company can make efforts for popularizing their new service of Priority Label for getting the
attention of the customers and also making the organization that supports the new change.
Thus, the Lewin’s model of change can be used for the change process for reducing the
expectancy of the resistances of change.
To conclude, it can be said that change management is crucial for the company in order to the
successful implementation and management of the change process. The discussion supports
the change process to be used by Australian Post that can ensure that their new service
Priority Label is successfully being positioned into the market. Also, the analysis of the
change is supported by Kurt Lewin’s change theory that can facilitate in the proper
management of the change.

CHANGE PROCESS 3
References
AustralianPost, 2020. Priority Labels - Booklet of 5. [Online]
Available at: https://auspost.com.au/shop/product/priority-labels-booklet-of-5-0590262
[Accessed 25 January 2020].
Cummings, S., Bridgman, T. & Brown, K., 2016. Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), pp. 33-60.
Huarng, K. & Mas-Tur, A., 2016. Turning Kurt Lewin on his head: Nothing is so theoretical
as a good practice. Journal of Business Research, 69(11), pp. 4725-4731.
Hussain, S. et al., 2018. Kurt Lewin's change model: A critical review of the role of
leadership and employee involvement in organizational change. Journal of Innovation &
Knowledge, 3(3), pp. 123-127.
Morin, A. et al., 2016. Longitudinal associations between employees’ beliefs about the
quality of the change management process, affective commitment to change and
psychological empowerment. Human Relations, 69(3), pp. 839-867.