Analyzing Change: Leadership, Barriers, and Resistance Factors

This report provides an overview of understanding and leading change within an organization. It identifies various barriers to change, such as the fear of the unknown and organizational politics, and introduces the Force Field Analysis model by Kurt Lewin, which includes stages like proposal for change, identifying forces for and against change, assigning scores, and analysis. The report emphasizes the importance of leaders and management understanding these dynamics to effectively implement changes and achieve organizational goals. It concludes that change is an integral part of business, requiring careful consideration of both positive and negative impacts to ensure targets are met and working is effectively done, supported by provided references.

UNDERSTANDING AND
LEADING CHANGE

COVER CONTENT
 INTRODUCTION
 DIFFERENT BARRIERS TO CHANGE
 THE MODEL INCLUDE FIVE STAGES
 WHY DO PEOPLE RESIST CHANGE
CONCLUSION
 REFERENCES

INTRODUCTION
 Change is a part of business which need to understand by
management properly and determine its impact as well.
 Leaders and management have to understand such
modifications properly so that effective working could be
done.

DIFFERENT BARRIERS TO CHANGE
 Force Field Analysis: This framework is specifically designed to
identify the factors that cause and resist change.
 This model was originated by Kurt Lewin in 1940. The main
purpose of this approach is to maintain an equilibrium between
driving and resisting forces associated with change process.

The model include five stages
 Proposal For Change
 Identify Forces for change
 Identify forces against change
 Assign Scores
 Analyse and Apply

WHY DO PEOPLE RESIST CHANGE
 Fear of Unknown
 Organisational Politics

CONCLUSION
 It get identify from this project change is a part of business
which suppose to reflect positive and negative
contribution towards management and its working.
 Change have to determine in better and supportive manner
so that determine and define targets of an organisation
could be accomplish.

REFERENCES
 Kandelousi, N. S., 2011. Key success factors for managing projects. World
Academy of Science, Engineering and Technology, International Journal
of Social, Behavioral, Educational, Economic, Business and Industrial
Engineering. 5(11). pp.1541-1545.
 Eskerod, P. and Huemann, M., 2013. Sustainable development and project
stakeholder management: What standards say. International Journal of
Managing Projects in Business. 6(1). pp.36-50.

Thank You