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    Organizational Change Management

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    Namrata Mishra
    The document discusses managing change by summarizing perspectives from famous people, outlining basic premises of change, and describing models of organizational change. It notes that change is often outside of people's control, the focus should be on managing oneself and influencing others, and that resistance can come from self-interest, tradition, perspectives, and uncertainty. It then describes Lewin's three-step model of unfreezing, changing, and refreezing, and his force-field model showing driving and restraining forces. Finally, it lists tactics for introducing change like communication, employee involvement, negotiation, coercion, and top-management support.

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    Organizational Change Management

    Uploaded by

    Namrata Mishra
    8 views10 pages
    The document discusses managing change by summarizing perspectives from famous people, outlining basic premises of change, and describing models of organizational change. It notes that change is often outside of people's control, the focus should be on managing oneself and influencing others, and that resistance can come from self-interest, tradition, perspectives, and uncertainty. It then describes Lewin's three-step model of unfreezing, changing, and refreezing, and his force-field model showing driving and restraining forces. Finally, it lists tactics for introducing change like communication, employee involvement, negotiation, coercion, and top-management support.

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    The document discusses managing change by summarizing perspectives from famous people, outlining basic premises of change, and describing models of organizational change. It notes that change is often outside of people's control, the focus should be on managing oneself and influencing others, and that resistance can come from self-interest, tradition, perspectives, and uncertainty. It then describes Lewin's three-step model of unfreezing, changing, and refreezing, and his force-field model showing driving and restraining forces. Finally, it lists tactics for introducing change like communication, employee involvement, negotiation, coercion, and top-management support.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
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    8 views10 pages

    Organizational Change Management

    Uploaded by

    Namrata Mishra
    The document discusses managing change by summarizing perspectives from famous people, outlining basic premises of change, and describing models of organizational change. It notes that change is often outside of people's control, the focus should be on managing oneself and influencing others, and that resistance can come from self-interest, tradition, perspectives, and uncertainty. It then describes Lewin's three-step model of unfreezing, changing, and refreezing, and his force-field model showing driving and restraining forces. Finally, it lists tactics for introducing change like communication, employee involvement, negotiation, coercion, and top-management support.

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    of 10

    Understanding & Managing Change

    What Some Famous People Said?

    “Change everything except your wife and kids.”

    — Lee Kun-hee

    "Only the wisest and stupidest of men never change.”


    — Confucius

    "Change is the law of life and those who look only to the past
    or present are certain to miss the future."
    — John F. Kennedy
    Four Basic Premises of Change
     The change “trigger” is  Actions, behaviors and
    often beyond the communication are the
    control of the people keys to successful
    who experience it change management

     The central focus of  To manage change,


    managing change must manage yourself first,
    be on the people influence others later
    experiencing the
    change
    Resistance to Change

    Self-Interest

    Cultures that Lack of Trust and


    Value Tradition Understanding

    Different
    Differentand
    Perspectives Uncertainty
    Perspectives
    Goals and
    Goals
    Lewin’s Three-Step Model of Organizational
    Change

    Unfreezing Change Refreezing


    • Kurt Lewin’s Three-Step Process
    – Unfreezing
    • The driving forces, which direct behavior away
    from the status quo, can be increased
    • The restraining forces, which hinder movement
    from the existing equilibrium, can be decreased
    • The two approaches can be combined
    – Implementation of change
    – Refreezing
    Force-field Model of Change

    Desired
    state

    Restraining
    forces

    Status
    quo

    Driving forces

    Time
    Tactics for Introducing Change

    Communication and
    Education Employee
    Involvement

    Negotiation

    Coercion

    Top-Management
    Support
    Thank You

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