Please Follow directions or I will dispute Please answer original

Please Follow directions or I will dispute 

Please answer original forum with a minimum of 250 words and respond to both students separately with a minimum of 100 words each 

page 1 Original Forum with References 

page 2 Nikole response with references 

page 3 Clayton response with references 

Original Forum 

Lewin’s Change Management Model is a relatively easy-to-understand framework for managing change in organizations. What are the three primary characteristics of this change model, and what role does this model play in helping an organization’s management staff and employees understand and embrace change?

student response 

nikole 

What are the three primary characteristics of this change model, and what role does this model play in helping an organization’s management staff and employees understand and embrace change?

The three primary characteristics of Lewin’s Change Management Model is unfreeze, change, and refreeze. The first step unfreeze is where the organization finds out what needs to change, get support from management, determine the need for change, and show interest in organizational concerns. The next step is change and this is where the organization starts to communicate with managers about changes, get rid of any rumors and doubts, take action for the change, and then involve others within the organization in the change process. The last step is refreeze and this is when the organization makes sure the changes are good and steady, find ways to make sure the changes keep going, provide support and training when necessary, and lastly the organization should celebrate their success. This change model helps organization’s management staff and employees understand and embrace change by allowing them to have the time needed to make the changes. The three process steps help bring changes needed with a smooth process. It gives employees time to understand why they are doing what they are doing and why it is necessary. The change model also helps generate motivation for change before it comes. When organizations push change on employees and not allow them the opportunity to understand the need for change, employees will most likely become reluctant to the change. When organizations look at change as a process with distinct stages, they can prepare themselves for what is coming and make a plan to manage the transition (mindtools.com). Changes are implemented better when done in stages and not all at once.

References:

Week 6 Lesson, APUS

the Mind Tools Content Team By the Mind Tools Content Team, Team, the M. T. C., wrote, B.

 T., wrote, F., & wrote, M. (n.d.). Lewin’s change Management Model: Understanding the 

three stages of change. from MindTools.com.

https://www.mindtools.com/pages/article/newPPM_94.htm.

Nikole 

Clayton

Dr. E. and Classmates,

Kurt Lewin’s change management model has been around since the 1940s and is a simple, straightforward framework to help leaders, managers, and employees understand and manage change. His process is time-tested, easily implemented, and appropriate for individuals, teams, and organizational change (Bakaria et al., 2017). The primary characteristics of Lewin’s change management model are unfreeze – change – refreeze (Bakaria et al., 2017). Following these characteristics, an organization and(or) leadership creates the need for change, guides the organization to the change, and finally makes the change the new norm.

For instance, the unfreeze phase is where the senior leadership and manager must socialize why change is needed and prepare the organization for the desired change. To achieve the desired change, the leaders and managers must constantly communicate with the workforce. They must provide the why, create a vision on how, and allow them to ask questions and voice their concerns. Next, the organization must provide the workforce with the knowledge, skills, and abilities to change through education and training.

During the change phase, the organization implements the desired change, and the workforce starts using the new systems, processes, or behaviors in the day-to-day operations. Leaders and managers must continue to communicate with their employees about the benefits and how the change will positively affect them and the organization. They must help their employees to work through any concerns or frustrations they might have during this phase. 

The last phase is where the desired change becomes the new norm of the organization. Leaders and managers must continue to provide support, education, and training to their employees to help them overcome any obstacle stopping them from using the new systems, processes, or behaviors. Corporate leaders must listen to the feedback from their workforce to incorporate any adjustments needed to maintain the new norm.

            Besides being a simple, easy to implement change model, I believe it ensures communication both up and down an organization to help individuals understand and buy into the desired change. It is easier to implement when employees buy into the process and possibly use fewer resources to achieve the desired change, saving the organization money.

Clay

Reference

Bakari, H., Hunjra, A., & Niazi, G. (2017). How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of theory of planned behavior and Lewin’s three-step model. Journal of Change Management17(2), 155–187. https://doi.org/10.1080/14697017.2017.1299370

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