Change management is a structured approach to shifting/transitioning individuals, teams, and organisations from a current state to a desired future state.

It is an organisational process aimed at helping employees to accept and embrace changes in their current business environment

Change Management processes may include creative marketing to enable communication between change audiences, but also deep social understanding about leaderships styles and group dynamics. As a visible track on transformation projects, Organizational Change Management aligns groups expectations, communicates, integrates teams and manages people training. It makes use of performance metrics, such as financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change to design appropriate strategies, in order to avoid change failures or solve troubled change projects. Successful change management is more likely to occur if the following are included Benefits management and realization to define measurable stakeholder aims, create a business case for their achievement (which should be continuously updated), and monitor assumptions, risks, dependencies, costs, return on investment, dis-benefits and cultural issues affecting the progress of the associated work. 1. Effective Communications that informs various stakeholders of the reasons for the change (why?), the benefits of successful implementation (what is in it for us, and you) as well as the details of the change (when? where? who is involved? how much will it cost? etc.). 2. Devise an effective education, training and/or skills upgrading scheme for the organization. 3. Counter resistance from the employees of companies and align them to overall strategic direction of the organization. 4. Provide personal counselling (if required) to alleviate any change related fears. 5. Monitoring of the implementation and fine-tuning as required. \Causes

of Organizational Change

This is a time of unprecedented change in our society. The changes one experiences are happening at faster and faster rates. As examples, the telephone, radio, TV, and microwave weren't even in use decades ago, and today these gadgets are commonplace, along with the computer, Internet, and fax machine. In just a few months, the technology that an organization uses on an everyday basis may be outdated and replaced. That means an organization needs to be responsive to advances in the technological environment; its employees' work skills must evolve as technology evolves. Organizations that refuse to adapt are likely to be the ones that won't be around in a few short years. If an organization wants to survive and prosper, its managers must continually innovate and adapt to new situations. Every organization goes through periods of transformation that can cause stress and uncertainty. To be successful, organizations must embrace many types of change. Businesses must develop improved production technologies, create new products desired in the marketplace, implement new administrative systems, and upgrade employees' skills. Organizations that adapt successfully are both profitable and admired.

Managers must contend with all factors that affect their organizations. The following lists internal and external environmental factors that can encourage organizational changes:

The external environment is affected by political, social, technological, and economic stimuli outside of the organization that cause changes. The internal environment is affected by the organization's management policies and styles, systems, and procedures, as well as employee attitudes.

Typically, the concept of organizational change is used to describe organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, and so on. Examples of organization-wide change might include a change in mission, restructuring operations (for example, restructuring to self-managed teams or due to layoffs), new technologies, mergers, or new programs such as Total Quality Management, re-engineering, and so on. Managers should note that all changes should be implemented as part of a strategy to accomplish an overall goal; these transformations should not take place just for the sake of change. Change is inevitable in the life of an organisation. In todays business world, most of the organisations are facing a dynamic and changing business environment. They should either change or die, there is no third alternative. Organizations that learn and cope with change will thrive and flourish and others who fail to do so will be wiped out. The major forces which make the changes not only desirable but inevitable are technological, economic, political, social, legal, international and labour market environments. In very simple words, we can say that change means the alteration of status quo or making things different. The term change refers to any alterations which occurs in the overall work environment of an organisation. When an organizational system is disturbed by some internal or external force, change frequently occurs. Change, as a process, is simply modification of the structure or process of a system. It may be good or bad, the concept is descriptive only. There are a number of factors both internal and external which affect organizational functioning. Any change in these factors necessitates changes in an organisation. The more important factors are as follows: External Forces Every organization exists in some context; no organization is an island in itself. Each must continually interact with other organizations and individuals- the consumers, suppliers, unions, shareholders, government and many more. Each organization has goals and responsibilities related to each other in the environment. The present day environment is dynamic and will continue to be dynamic. Changes in social, political, economic, technology, and legal environment force organizations to change themselves. Such changes may result in organizational changes like major functions production process, labour-management relations, nature of competitions, economic constraints, organizational methods etc. In order to survive in the changing environment, organization must change. How the change in various environmental, organizations, must change. How the changes in various

environmental factors necessitate change in the organization may be seen in following context:

Technology: When there is a change in technology in the organizational environment and other organizations adopt the new technology, the organizations under focus become less cost effective and its competitive position weakens. Therefore, it has to adopt new technology, its work structure is affected and a new equilibrium has to be established. Marketing conditions: Since every organization exports its outputs to the environment, an organization has to face competition in the market. There may be two types of forces which may affect the competitive position of an organization other organizations supplying the same products and, buyers who are not buying the product. Any changes in these forces may require suitable changes in the in the organization. For example, when Indian economy was liberalized, there were many foreign organizations that entered the Indian market. This forced many Indian organizations to realign themselves with the new situations. The result in that there have been many cases of divesting the business and concentrating on the core business, acquiring core business, and developing competitive competence to face competitive threats. Similarly, there may be changes in buyers in terms of their needs, liking disliking and income disposal for a product. These changes from the organizations to bring those products which meet buyers requirement. Social changes: Social changes reflect in terms of peoples aspirations, the needs, and their ways of working. Social changes have taken place because of the several forces like level of education, urbanization, feeling of autonomy, and international impact due to new information sources. These social changes affect the behavior of people in the organization. There, it is required to make adjustment in its working so that it matches with people. Political and legal changes: Political and legal factors broadly define the activities which an oganisation can undertake and the methods which will be followed by it in accomplishing those activities. Any changes in these political and legal factors may affect the organization operation.

Internal Forces It is not only the changes in external factors, which may necessitate organizational changes; any change in organizations internal factors may also necessitate changes. Such a change is required because of two reasons: changes in managerial personnel and deficiency in existing organizational practices.

Changes in the managerial personnel: Besides environmental changes there is a change in managerial personnel. Old managers are replaced by new mangers, which necessitated because of retirement, promotion, transfer or dismissal. Each new manager brings his own ideas and way of working in the organization. The relationships, more in the organization. The relationships, more particularly informal ones, changes because of changes in managerial personnel. Moreover, attitude of the personnel change even though there is no changes in them. The result in that an organization has to change accordingly. Deficiency in Existing organization: Sometimes, changes are necessary because of deficiency in the present organizational arrangement ad process. These deficiencies may be in the form of unmanageable span of management, large number of

managerial levels, lack in co-ordination between various departments, obstacles in communication, multiplicity of committees, lack of uniformity in policy decisions, lack of cooperation between the line and staff, and so on. Beside these internal factors, there are two more internal factors that give rise to organizational changes. Nature of the work force: The nature of work force has changed over a passage of time. Different work values have been expressed by different generations. Workers who are in the age group of 50 plus value loyalty to their employers. Workers in their mid thirties to forties are loyal to themselves only. The youngest generation of workers is loyal to their career. The profile of the workforce is also changing fast. The new generation of workers has better educational; they place greater emphasis on human values and questions authority of managers. Their behavior has also become very complex and leading them towards organizational goals is a challenge for the managers. The employee turnover is also very high which again put strain on the management. To avoid developing inertia: In many cases, organizational changes take place just to avoid developing inertia or inflexibility. Conscious manager take into account this view of organization that organization should be dynamic because any single method is not the best tool of management every time. Thus, changes are incorporated so that the personnel develop liking for change and there is no unnecessary resistance when major change in the organization are brought about.

Obstacles to Change When an organization fails to plan and thus anticipate and manage its future, environmental and internal issues are approached on an ad hoc basis, from one crisis situation to another (Anheier & Cunningham, 1994). Even when agencies use the best of planning processes that anticipate and address change, there are factors that may impede effective response to change stimuli. Organizations develop their own ways of doing business that may not always meet the requirements of efficiency and effectiveness. Each organization has a set of stakeholders people who have a vested interest in maintaining the status quo. Interests may range from job security to fear of the uncertainty that results from the process of change. Inertia may also come into play, as designing and implementing change strategies involves initiative,energy,and risk (Perlmutter,2000). Resistance may be based on professional judgments about good practice.For example, social workers may oppose new managed care rules that interfere with client treatment.Thus, there are inhibitors to change that vary in degree and intensity but pose challenges to the successful growth and adaptation of organizations. In the next chapter, the role of social workers in initiating and promoting strategies to achieve constructive organizational change is explored. Key Points _ Conditions internal to the organization, such as the departure of a CEO or a budget shortfall, may stimulate organizational change. _ Organizational change may range on a continuum from small to large scale. _ The process of change may span a short period (weeks or months) or a few years. _ The departure of a CEO almost always leads to a period of uncertainty and transition for the organization. _ Organizations that face unexpected budget deficits may need to consider downsizing, because personnel make up the largest category of expense.

means that is increasingly used to keep the organizations direct personnel costs down is contracting out or outsourcing specific functions. _ The requirements of managed care companies have stimulated the revamping of organizational procedures. _ Organizations may find that they need to retrain staff to meet the requirements of MCOs. _ To ensure responsiveness to the needs of the community, human service organizations need to periodically review the relevance of their programs of service. _ Demographic and economic changes are among the factors that influence Community
_ One

Altering the programs of service in response to changing community needs may also involve reexamination of the organizations mission. _ Systematic planning processes help organizations to anticipate change demands. _ Short-term planning deals with an immediate agenda,such as annual program planning and budgeting. _ Long-term planning is undertaken to address such core issues as the type, quality, or quantity of services vis-a-vis community need and/or long-range fund-raising strategies. _ Strategic planning addresses the future of the organization and how conditions, positions, or attributes can be attained; it is proactive rather than reactive. _ All key stakeholders should be involved in planning processes. _ Obstacles to change include vested interests and comfort level with the status quo.

Suggested Learning Activities and Discussion Questions 1. Talk to one of your more senior colleagueseither someone within your organization or a social worker employed elsewhereabout his or her recollections regarding the departure of a CEO.What were the circumstances surrounding the departure? What was the impact on the organization staff responses, morale, organizational climate, funding, and services? 2. Suppose you are the CEO of an agency that has lost a major contract and is expecting a substantial budget shortfall. Provide three different realistic options that should be considered in deciding how to deal with the budget deficit. 3. Draw up a list of questions you would want senior management and the board of directors to consider in regard to a possible relocation. How would you propose that the answers to these questions be ascertained? 4. Provide examples of a short-term, long-term, and strategic planning process in which your agency has engaged. What motivated the planning initiative? What were the outcomes of the planning? Who was involved? If your agency has not engaged in these planning processes, identify situations in which planning would have been appropriate.

What is boundary spanning?

Boundary spanning is reaching across borders, margins, or sections to 'build relationships, interconnections and interdependencies'* in order to manage complex problems.

Boundary-spanning individuals develop partnerships and collaboration by 'building sustainable relationships, managing through influence and negotiation, and seeking to understand motives, roles and responsibilities.'*

Boundary-spanning organizations create 'strategic alliances, joint working arrangements, networks, partnerships and many other forms of collaboration across organizational boundaries.

http://www.phab.us/about/what-is-boundary-spanning/

Boundary Spanning Leadership

onsider any of the complex challenges that organizations face today, and one characteristic is common to all of them the challenges cut across boundaries: vertical, horizontal, stakeholder, demographic and geographical. Critical challenges defy simple solutions and require the efforts of many people in the organization. They require collaborative solutions. In the recent book "Boundary Spanning Leadership," authors Chris Ernst and Donna Chrobot-Mason describe the perspectives of 128 senior executives surveyed over two years. The findings show that as today's business challenges span across boundaries, so too must leadership. The definition of boundary-spanning leadership is "the capability to establish direction, alignment and commitment across boundaries in service of a higher vision or goal." Eighty-six percent of the executives surveyed stated that this ability is extremely important in their roles. What are the five types of boundaries that leaders must work across? The first boundary most managers traditionally learn to manage is vertical: to work upward with superiors and downward with subordinates. But the boundaries that are much more difficult to work across are the horizontal boundaries across functions, areas of expertise, and with peers. Horizontal boundaries also are particularly challenging in matrixed organizations and when mergers and acquisitions occur. Seventy-one percent of senior executives rated this as the most challenging boundary to work across. The second most challenging are geographical boundaries. As organizations work more globally, managing across regions, countries and time zones is a critical skill set that must be developed. It takes extra skill for a manager leading a team meeting by telephone across different countries, with some members just starting their workday and it being late at night for others. Of course, working with external partners and stakeholders outside the firm is challenging as well. The fifth boundary is demographic: leading across the diversity in today's organizations, including gender, culture, race, age, education and others. Bridging these differences to create common ground takes competent leadership.

This all sounds good in theory, but how does it work in real life? There are three strategies that leaders can implement to work across boundaries. The first is managing boundaries. It seems paradoxical, but the first step is to define and understand group boundaries before one can bridge them. This strategy taps into the power of differentiation, the need for distinctiveness and uniqueness across groups. One leadership tactic in this area is called "reflecting," where the leader helps two or more groups better understand the needs, priorities and values of the other groups, becoming aware of their similarities and differences. The leader becomes a connector. Of course, this requires the leader to have a deep understanding of the different teams and groups in the organization. This builds respect for other groups and sets the stage for the next strategy: forging common ground. This strategy brings groups together by exploring what is universal, shared and in common. It involves suspending and reframing boundaries to allow people to work collaboratively to achieve a larger goal. Groups "step outside" their boundaries, creating a neutral zone for group members to interact as individuals. They begin to make connections based on their similarities and to build trust. Most people's experience includes instances where differences or conflicts with another person were reduced when they got to know each other on a more personal level, discovering similarities and shared experiences. Or they came up with a novel idea or solution by pooling their knowledge and ideas. How might this look practically? Suggestions include setting up informal spaces that invite boundary-spanning conversations to occur. A well-known example is Google's U.S. headquarters, designed to bring its 8,000 employees there together in creative ways, from working in clusters, writing on large public whiteboards or conversing in its many cafes and public areas. Of course, most companies do not have resources like Google but can still find ways to encourage boundary-spanning interactions. Another tactic is to use events to build leadership networks and to find ways to mix groups in more informal settings away from the office. Connecting can lead to different groups having a shared direction and goals, mutual trust and cross-fertilization of ideas. Technology can greatly enhance this process. While the first strategy focuses on group differences and the second on what groups have in common, the third strategy intersects the forces of differentiation and the integration in transformative new ways. It is here that the most skill is required but where the most innovative opportunities arise. One tactic is called weaving. Think of a patterned carpet made up of different colored individual threads that create new designs when woven together. In this approach, groups intersect their boundaries but remain distinct. Each group has a unique role, but when interlaced this adds up to a larger whole. Weaving can lead to increased collective learning in the organization at the juncture where boundaries collide and intersect. What might this look like in practice? An example would be to bring different demographic groups together to identify market trends within their respective groups and how the organization could create new products to serve them. A more radical tactic, transforming, brings multiple groups together in new directions to "cross-cut" boundaries in creative ways. This tactic can lead to reinvention of parts of the organization or even the organization itself. One suggested tactic is to host "alternative future conversations," attended by a diverse cross-section of the organization, with no agenda other than to imagine the organization five years in the future.

Back to boundaries: There are two ways to define a boundary. One is as a border, barrier or outer limit. But another view is to see the boundary as a frontier, the location of the most advanced or newest activity in the area, the leading edge of exploration. Boundary-spanning leadership involves new ways of thinking, new values and new competencies for your leaders. Only then can they turn today's borders into tomorrow's frontiers, to solve problems, drive innovation and transform your organization.

Read more: http://www.themoscowtimes.com/business/business_for_business/article/boundaryspanning-leadership/439300.html#ixzz1r4LXFKhI The Moscow Times

Typical reasons for resistance to change

Fear of change: One of the most common reasons for resistance is fear of change. This includes fears of not being good enough and fears of the unknown. It's a bit like the sailors of old who feared the uncharted oceans (Here Be Dragons). The solution? Put it on the map provide people with role models. Not being consulted: If people are allowed to be part of the change there is less resistance. They feel heard. Yet, time and again, I encounter resistance due to a lack of involvement. The solution? Involve people in the change as early as possible.
Poor communication: It's self evident isn't it? I'm sure I don't need to explain this one. WRONG! When it comes to change management there's no such thing as too much communication. The solution? Say it strategically, but don't remain silent.

Changes to routines: When we talk about comfort zones we're really referring to routines. We love them. They make us secure. So there's bound to be resistance whenever change requires us to do things differently. Whether it's new procedures, new parking places, new reporting lines, or new corporate culture, changes to routines can be uncomfortable. The solution? Show people how it will work and demonstrate the need for change. Low trust: When people don't believe that they, or the company, can competently manage the change there is likely to be resistance. This may be related to their experience of change in the past. The solution? Communication. Lots of it. And evidence that top management support the change process. Misunderstanding about the need for change: If staff do not understand the need for change you can expect resistance. Especially from those who strongly believe the current way of doing things works well...and has done for twenty years! The solution? Involve people in

the change as early as possible. And find lots of ways to demonstrate why the change is necessary. Exhaustion/Saturation: Don't mistake compliance for acceptance. People who are overwhelmed by continuous change resign themselves to it and go along with the flow. You have them in body, but you do not have their hearts. Motivation is low. The solution? Answer the all important 'What's In It For Me?' question. Show them how they can benefit fom the change - and maybe provide some incentives along the way.

Change in the status quo: Resistance can also stem from perceptions of the change that people hold. For example, people who feel they'll be worse off at the end of the change are unlikely to give it their full support. Similarly, if people believe the change favours another group/department/person there may be (unspoken) anger and resentment. The solution? Lots of focus groups. Listen carefully for emotions and provide support. This may be in the form of counselling or coaching.

12 typical reasons for resistance to change:

1. Misunderstanding about the need for change/when the reason for the change is unclear If staff do not understand the need for change you can expect resistance. Especially from those who strongly believe the current way of doing things works welland has done for twenty years! 2. Fear of the unknown One of the most common reasons for resistance is fear of the unknown. People will only take active steps toward the unknown if they genuinely believe and perhaps more importantly, feel that the risks of standing still are greater than those of moving forward in a new direction 3. Lack of competence This is a fear people will seldom admit. But sometimes, change in organizations necessitates changes in skills, and some people will feel that they wont be able to make the transition very well 4. Connected to the old way If you ask people in an organization to do things in a new way, as rational as that new way may seem to you, you will be setting yourself up against all that hard wiring, all those emotional connections to those who taught your audience the old way and thats not trivial 5. Low trust When people dont believe that they, or the company, can competently manage the change there is likely to be resistance 6. Temporary fad When people belief that the change initiative is a temporary fad 7. Not being consulted If people are allowed to be part of the change there is less resistance. People like to know whats going on, especially if their jobs may be affected.

8. 9.

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Informed employees tend to have higher levels of job satisfaction than uninformed employees Poor communication Its self evident isnt it? When it comes to change management theres no such thing as too much communication Changes to routines When we talk about comfort zones were really referring to routines. We love them. They make us secure. So theres bound to be resistance whenever change requires us to do things differently Exhaustion/Saturation Dont mistake compliance for acceptance. People who are overwhelmed by continuous change resign themselves to it and go along with the flow. You have them in body, but you do not have their hearts. Motivation is low Change in the status quo Resistance can also stem from perceptions of the change that people hold. For example, people who feel theyll be worse off at the end of the change are unlikely to give it their full support. Similarly, if people believe the change favours another group/department/person there may be (unspoken) anger and resentment Benefits and rewards When the benefits and rewards for making the change are not seen as adequate for the trouble involved

To win peoples commitment for change, you must engage them on both a rational level and an emotional level.

Change Management Model

Change is a common thread that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too. Organizations that handle change well thrive, whilst those that do not may struggle to survive. The concept of change management is a familiar one in most businesses today. But, how businesses manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how far people within it understand the change process. One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1950s, and still holds true today. His model is known as Unfreeze Change Refreeze, refers to the three-stage process of change he describes. Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice. Understanding Lewins Model If you have a large cube of ice, but realize that what you want is a cone of ice, what do you do? First you must melt the ice to make it amenable to change (unfreeze). Then you must mold the iced water into the shape you want (change). Finally, you must solidify the new shape (refreeze).

By looking at change as process with distinct stages, you can prepare yourself for what is coming and make a plan to manage the transition looking before you leap, so to speak. All too often, people go into change blindly, causing much unnecessary turmoil and chaos. To begin any successful change process, you must first start by understanding why the change must take place. As Lewin put it, Motivation for change must be generated before change can occur. One must be helped to re-examine many cherished assumptions about oneself and ones relations to others. This is the unfreezing stage from which change begins. Unfreeze This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up a new way of operating. Key to this is developing a compelling message showing why the existing way of doing things cannot continue. This is easiest to frame when you can point to declining sales figures, poor financial results, worrying customer satisfaction surveys, or suchlike: These show that things have to change in a way that everyone can understand. To prepare the organization successfully, you need to start at its core you need to challenge the beliefs, values, attitudes, and behaviors that currently define it. Using the analogy of a building, you must examine and be prepared to change the existing foundations as they might not support add-on storeys; unless this is done, the whole building may risk collapse. This first part of the change process is usually the most difficult and stressful. When you start cutting down the way things are done, you put everyone and everything off balance. You may evoke strong reactions in people, and thats exactly what needs to done. By forcing the organization to re-examine its core, you effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, you wont get the buy-in and participation necessary to effect any meaningful change. Change After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do things. People start to believe and act in ways that support the new direction. The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change. A related change model, the Change Curve, focuses on the specific issue of personal transitions in a changing environment and is useful for understanding this specific aspect in more detail. In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided.

Tip: Unfortunately, some people will genuinely be harmed by change, particularly those who benefit strongly from the status quo. Others may take a long time to recognize the benefits that change brings. You need to foresee and manage these situations. Time and communication are the two keys to success for the changes to occur. People need time to understand the changes and they also need to feel highly connected to the organization throughout the transition period. When you are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach. Refreeze When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working. The rationale for creating a new sense of stability in our every changing world is often questioned. Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition trap where they arent sure how things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. How do you go about convincing people that something needs changing if you havent allowed the most recent changes to sink in? Change will be perceived as change for changes sake, and the motivation required to implement new changes simply wont be there. As part of the Refreezing process, make sure that you celebrate the success of the change this helps people to find closure, thanks them for enduring a painful time, and helps them believe that future change will be successful. Practical Steps for Using the Framework: Unfreeze 1. Determine what needs to change Survey the organization to understand the current state Understand why change has to take place.

2. Ensure there is strong support from upper management Use Stakeholder Analysis and Stakeholder Management to identify and win the support of key people within the organization Frame the issue as one of organization-wide importance.

3. Create the need for change Create a compelling message as to why change has to occur Use your vision and strategy as supporting evidence

Communicate the vision in terms of the change required Emphasize the why.

4. Manage and understand the doubts and concerns Remain open to employee concerns and address in terms of the need to change.

Change 1. Communicate often Do so throughout the planning and implementation of the changes Describe the benefits Explain exactly the how the changes will effect everyone Prepare everyone for what is coming.

2. Dispel rumoUrs Answer questions openly and honestly Deal with problems immediately Relate the need for change back to operational necessities.

3. Empower action Provide plenty of options for employee involvement Have line managers provide daytoday direction.

4. Involve people in the process Generate short-term successes to reinforce the change Negotiate with external stakeholders as necessary (such as employee organizations).

Refreeze 1. Anchor the changes into the culture Identity what supports the change Identify barriers to sustaining change.

2. Develop ways to sustain the change Ensure leadership support Create a reward system Establish feedback systems

Adapt the organizational structure as necessary.

3. Provide support and training Keep everyone informed and supported.

4. Celebrate success! Key Points Lewins change model is a simple and easy-to-understand framework for managing change. By recognizing these three distinct stages of change, you can plan to implement the change required. You start by creating the motivation to change (unfreeze). You move through the change process by promoting effective communications and empowering people to embrace new ways of working (change). And the process ends when you return the organization to a sense of stability (refreeze), which is so necessary for creating the confidence from which to embark on the next, inevitable change

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