Discussion of three theories of change management
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Change management is essentially a communication strategy that reduces anxiety and concerns in those being affected in order to help them accept change. The best-known planned-change processes, the force field analysis model has resulted from the work of Kurt Lewin. Two other theories of Change Management will be discussed here; Appreciative Inquiry and Parallel Learning Structure.
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1300 word paper on three change management theories: Force Field Analysis, Appreciative Inquiry and Parallel Learning Structure
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Change Management
Change management is essentially a communication strategy that reduces anxiety and concerns in those being affected in order to help them accept change. The study of organizational development has generated a number of models for change management. The best-known planned-change processes have resulted from the work of Kurt Lewin. Lewin basically viewed change as a process of shifting from one permanent state to another through a sequence of steps. (Galloway, 2004)
Two other theories of Change Management will be discussed here; Appreciative Inquiry and Parallel Learning Structure. According to Egan and Lancaster (2005), the three theories agree on several points, they all:
1. Engage real social systems
2. Are change oriented processes interested in making improvements beyond the current organizational state
3. Are interactive and require involvement by organizational stakeholders
4. Tend to be cyclical and iterative processes
Lewin's Force Field Analysis Model
The work of social psychologist Kurt Lewin dominated the practice of change management for over 40 years. However, in the past 20 years, Lewin's approach to change, particularly the 3-Step model, has attracted major criticisms. (Burnes, 2004) Nonetheless, Lewin's contributions to the field have been immeasurable.
For example, Lewin developed the force field analysis model to help explain how the change process works. This model helps change agents diagnose the forces that drive and restrain proposed organizational change. Although developed over 50 years ago, Lewin's force field analysis model remains the prominent lens through which this process is viewed.
One side of the force field model represents the driving forces that push organizations toward a new state of affairs. Some of the driving forces external to an organization include globalization, information technology, and a changing workforce. Along with these external forces, some corporate leaders create driving forces within the organization; for example they may increase competition across company departments and encourage new practices and values that the leader believes are inherently better. (McShane and Von Glinow, 2004)
The other side of Lewin's ...
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