Organizational_Change

Concord Bookshop Paper HCS 587 Concord Bookshop Paper Organizational change is not an easy task. It can be uncomfortable and very challenging. It is like driving in an inclement weather- heavy rain, slippery road, low-lying fog and other challenges- but the trip can be done; so is change. You come to realize you succeeded when you arrive at your destination. This paper will present discussion of the different phases of organizational change. It will also include descriptions of some of the phases not completed at the Concord Bookshop that led to its failure to change. Lewin’s Phases of Organizational Change Unfreeze This is the phase wherein the current practice is taken down and moving away from the comfort zone. It involves stopping the so called “social habits” that encourage current forms of behavior and “creating a dis-satisfaction, disequilibrium, and discomfort with the status quo” (Spector, 2010). This is the motivating stage of the change process. It is the point of understanding whether or not change is necessary. This process requires the concerted effort among those who are involved to assess and identify the problem needing change. Simply telling or lecturing people about the need for change is ineffective; it will just increase resistance and will not motivate behavioral change (Spector, 2010). To be effective, individuals need to be involved, understand and accept the need for change to find new solutions. To gain greater leverage in behavioral change, leaders need to “first work on the contextual level” and secondly on the individual because no matter how much of an influence they have in changing those expectations and behaviors on the individual if those old stability persist to employ strong and appealing influence, those expectations and behaviors will not “endure” (Spector, 2010). Moving/Transition This is the period of moving from the old ways to the new ways. At this point, leaders create a sense of responsibility by re-defining members new roles, responsibilities and relationships (Spector, 2010) working together as team for the change effort. It is also imperative for leaders to provide a clear picture of the selected change and the benefits to people so that they remain on track and do not get lost to where they are heading. This can be a difficult period because people are in transition learning new ways and need time to understand and work with these changes. Mistakes are more than likely during this stage. Educational support- coaching or training is beneficial at this time. Freezing or Refreezing This is the stage of adopting the new equilibrium. “Structures and systems align with and reinforce new behaviors” (Spector, 2010). New control systems are made, new organizational structures are created as well as alignment of new pay or reward systems. It is imperative to reinforce and support the new change to make sure it continues for the future and will not get lost. Concord Bookshop Case In this scenario, the two phases of organizational change not completed leading to the store’s failed change are: unfreezing phase and freezing phase. The unfreezing phase is not fulfilled because there is no concerted effort among employees and leadership to identify the problem area needing change. Having the president of the company say “we are doing it our way” and simply states there is a need for change makes the effort ineffective. The fact that employees do not trust the diagnosis of the president regarding the store being in “dire” financial shape increases resistance even more and will not motivate behavioral change. As mentioned earlier, to be effective individuals need to be involved, understand and accept the need for change to find new solutions. Freezing is another phase that was neglected. Although it is desirable to bring financial discipline to the bookstore, the change implementation actions taken by leadership led to more resistance, conflict and resentment. Recognizing the need for change is an essential step but successful implementation is required to translate that recognition into an effective strategic response. Organizations need to respond to external dynamics- societal demands, demographics and values, customer expectations and demands- to create and maintain outstanding performance (Spector, 2010). Conclusion This model is such a significant strategy in change management in the work place. Although the concept was written in 1947, it is still used as an effective method for improvement and a successful organizational process in understanding concepts of organizational management. References Spector, B. (2010). Implementing organizational change. theory into practice (2nd ed.). Retrieved from The University of Phoenix eBook Collection database.