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By Kunwar Ajeet Singh

PGDM {HR} 3044
What is change??????
• Change is the law of nature . It is
necessary way of life in most
organizations for their survival and
growth. Man has to mould himself
continuously to meet new demand and
face new situations.
• Then the question arise what is the
organizational change ?
• the term ‘Organizational Change
implies the creation of imbalance in
the existence pattern or situation.
Reason for the Change
• Change in the organization is a must
whether brought about deliberately or
unwillingly. The reason for change are
categorized as follows, change in
business conditions, change in
managerial personnel, deficiency in
existing organizational patterns,
technological and psychological reasons,
government policies, size of the
Models of change
• Although there are a lots of change
models and theories have been
formulated by various experts and
management gurus but here we will give
a glance on few models of change
• At first we will discuss about Lewin’s
Three Step Change Model
Lewin’s Three Step
Change Model
• Most theories of organizational change
originated from the landmark work of
social psychologist Kurt Lewin. Lewin
developed a three ‑ stage model of
planned change which explained how to
initiate, manage, and stabilize the
change process. The three stages are
unfreezing, changing, and refreezing.
Continue……(from last slide)
• Let us now consider the three stages of
• Unfreezing The focus of this stage is to
create the motivation to change. In so
doing, individuals are encouraged to
replace old behaviors and attitudes with
those desired by management. Managers
can begin the unfreezing process by
disconfirming the usefulness or
appropriateness of employees' present
behaviors or attitudes.
Continue……(from last
• Changing: Because change involves
learning, this stage entails providing
employees with new information, new
behavioral models, or new ways of
looking at things. The purpose is to help
employees learn new concepts or points
of view. Role models, mentors, experts,
benchmarking the company against
world‑class organizations, and training
are useful mechanisms to facilitate
Continue……(from last
• Refreezing Change is stabilized during
refreezing by helping employees
integrate the changed behavior or
attitude into their normal way of doing
things. This is accomplished by first
giving employees the chance to exhibit
the new behaviors or attitudes. Once
exhibited, positive reinforcement is used
to reinforce the desired. Additional
coaching and modeling also are used at
this point to reinforce the stability of the
Edgar Huse’s seven stage
Model of Change
• In 1980, Edgar Huse proposed a seven-
stage OD model based upon the original
three-stage model of Lewin.
2. Scouting - Where representatives from
the organization meet with the OD
consultant to identify and discuss the
need for change. The change agent and
client jointly explore issues to elicit the
problems in need of attention.
3. Entry - This stage involves the
development of, and mutual agreement
Continue……(from last
3. Diagnosis - Here, the consultant
diagnoses the underlying organizational
problems based upon their previous
knowledge and training. This stage
involves the identification of specific
improvement goals and a planned
intervention strategy.
4. Planning - A detailed series of
intervention techniques and actions are
brought together into a timetable or
project plan for the change process. This
step also involves the identification of
Continue……(from last
Action - The intervention is carried out
according to the agreed plans. Previously
established action steps are
6. Stabilization & Evaluation - The stage of
'refreezing' the system. Newly
implemented codes of action, practices
and systems are absorbed into everyday
routines. Evaluation is conducted to
determine the success of the change
process and any need for further action is
John P Kotter's 'eight steps
to successful change'
• Kotter's eight step change model can be
summarised as:
2. Increase urgency - inspire people to
move, make objectives real and relevant.
3. Build the guiding team - get the right
people in place with the right emotional
commitment, and the right mix of skills
and levels.
4. Get the vision right - get the team to
establish a simple vision and strategy,
focus on emotional and creative aspects
Continue……(from last
4. Communicate for buy-in - Involve as
many people as possible, communicate
the essentials, simply, and to appeal and
respond to people's needs. De-clutter
communications - make technology work
for you rather than against.
5. Empower action - Remove obstacles,
enable constructive feedback and lots of
support from leaders - reward and
recognise progress and achievements.
6. Create short-term wins - Set aims that
Continue……(from last
7. Don't let up - Foster and encourage
determination and persistence - ongoing
change - encourage ongoing progress
reporting - highlight achieved and
future milestones.
8. Make change stick - Reinforce the value
of successful change via recruitment,
promotion, new change leaders. Weave
change into culture.
Any Questions???

Thank You