Change Management Models

Change Management Models Change management is the systematic process through which an organization describes and implements changes in its external and internal operations. Organizational leaders initiate this process to improve efficiency, increase productivity, and create a positive organizational culture. Change management, as highlighted by Michigan State University (2019), increases workers' morale by helping them embrace activities that translate to enhanced quality and productivity. The change management process comprises several stages including preparation, establishing crucial steps, supporting employees, and evaluating change. Meaningful organizational change is challenging to achieve.

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It requires collaboration at all levels of leadership (Michigan State University, 2019).

Developing a strategic approach to change helps ensure an efficient transition while minimizing disruptions. Organizational leaders need to employ efficient change management models to achieve the intended change. This paper explores the Kurt Lewin Change Management Model that leaders have used extensively to support the organizational transition to new operation structures.

Lewin Change Management Model The Lewin model, which is one of the easiest change management approaches employed by organizational leaders, involves three crucial steps defined as unfreezing, changing, and refreezing (Alvesson & Sveningsson, 2015). In the unfreezing phase, the leader creates a perception of the need for change among employees. The unfreezing phase is intended to create awareness among the stakeholders of how the status quo affects organizational productivity and profitability. During this phase, the leader helps the followers to understand how old behaviors and traditional organizational structures negatively impact growth.

Once the employees acknowledge the need for change, the change process is initiated.

The transitioning phase involves implementing new organizational structures, behaviors, policies, and practices to resolve the identified organizational problem (Waddell, Creed, Cummings & Worley, 2019). During the changing step, employees develop new skills, behaviors, and attitudes aligned with the projected organizational goals. Employee support, education, and communication are important to help everyone cope with new organizational processes.

The final phase of the Lewin model is refreezing, which entails reinforcing, solidifying, and stabilizing the new state following the change. The implemented changes, structures, goals,

and organizational practices are frozen as the new status quo (Ellis, 2018). Refreezing helps ensure the employees do not relapse to traditional operational processes and behaviors. Some leaders establish a reward system to acknowledge individual efforts to reinforce the new state.

Application to practice Healthcare leaders can apply the Lewin Change Model to implement a bar-code scanning system of medication delivery at the hospital. A bar-code system helps to prevent medication errors that contribute to poor outcomes and patient death. The first step, in this case, would involve informing the stakeholders of the need to eradicate medication errors. The leader also informs the stakeholders of the potential benefits of the barcode system including enhanced prescribing, dispensing, distribution, and reconciliation. The changing phase would involve purchasing computers and scanning systems and installing them in departments that deal with medication practices. All providers would then be trained on how to use the bar-code system. In the refreezing stage, nurses, frontline staff and other providers would be provided with the necessary support to continue using the new system for all medication practices. Continued support would enhance the users' comfort with the new technology.

Conclusion The Lewin Change management model is a significant framework utilized by organizational leaders to guide the organizational transformation. The three phases of the Lewin Model are the freezing, changing, and refreezing phases. This model helps identify the need for change, facilitate the change process and support employees in upholding the implemented change.

References Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge.

Ellis, P. (2018). Leadership, Management, and Team Working in Nursing. Learning Matters.

Michigan State University (2019). Organizational Change Management. https://www.michiganstateuniversityonline.com/resources/leadership/organizationalchange-management/ Waddell, D., Creed, A., Cummings, T., & Worley, C. (2019). Organizational change: Development and transformation. Cengage AU.