Organizational Change Management for Relocation

Nine Models to Navigate Organizational Change

Navigating change is no easy task for any company. There is a lot at stake when it comes to managing external or internal transformations, however large or small they may be. When the change is planned, the organization usually has an advantage. It can develop the most efficient change management strategy, which would include an appropriate model for change. There are various approaches a company can take while managing change. Cameron and Greene (2015) focus on the nine critical models for change as the main approaches available to a wide range of organizations around the world. They include Lewin, the three-step model; Bullock and Batten, planned change; Kotter; eight steps; Beckhard and Harris, change formula; Nadler and Tushman, congruence model; William Bridges, managing the transition; Carnall, change management model; Senge, systemic model; Stacey and Shaw, complex responsive processes. Each of them has its own unique characteristics in terms of approaching the change process (through metaphors) and defining the guiding principles important for a company to implement during any transformation. Moreover, no model is an exception and each one of them has its own advantages and disadvantages.

The Lewin Model

While some models are especially simple, others are rather complex and have nuances. It is evident that the Lewin approach can be considered the most simplistic one out of the ones presented in the text by Cameron and Green (2015). It consists of three rather simple steps: unfreeze, move, and refreeze.

The first stage implies clearly defining the current state of affairs in order to identify the driving and resisting forces. The second stage is all about developing strategies to move to a desired new state through involvement. The third includes the process of stabilizing all which has been accomplished as a result of initiating policies and establishing new regulatory standards. While it is apparent that the Lewin model is easy to understand, it has its disadvantages. One of them includes its lack of details, which prompts executives to fill in the blanks using another approach for organizational change. In addition, the Lewin model is rigid and the action of “freezing” the final behaviors is relatively ineffective to deal with the 21st century’s business environment. It is inefficient to commit to certain changes because it is very likely an organization will need to change a lot more in order to keep up with others.

Bullock and Batten’s Model for Planned Change

Bullock and Burton’s proposed model for planned change is largely inspired by the disciplines of project management. Cameron and Green (2015) examine exploration, planning, action, and integration as the main steps of this model. Exploration refers to justifying the change and gathering all the necessary resources necessary for its implementation. Planning implies a diagnosis of all the actions and stakeholders involved in the proposed transformation. The action involves the process of completing tasks defined in the plan and creating the proper feedback mechanisms to allow some space for potential mistakes. The integration stage refers to aligning the change with the direction an organization as a whole is aimed at. Moreover, integration involves the development of formal regulations, structures, and company policies. The model allows executives to isolate one part of an organization and, thus, save time and resources. The desire that this approach is not suitable for sudden and unknowable changes, which require fast and creative responses.

Kotter’s Eight-Step Model

Kotter’s eight-step approach to transformations within an organization is a bit more complex than the aforementioned Lewin model. It was developed as a result of the scholar’s research focusing on the key lessons in organizational change and its efficient management (Cameron & Green, 2015). This approach highlights the importance for a company to invest in developing efficient communication channels. Moreover, Kotter emphasizes the importance of a shared vision for a team. The eight steps include creating a sense of urgency, forming an influential and powerful group of employees to cooperate, developing a vision, then communicating the vision to the team, empowering employees to follow the vision and experiment, planning for short-turn successes, consolidating improvements, as well as institutionalizing the new behaviors. The steps are rather simple and lead to a staff that is more involved, engaged, and empowered. In addition, the Kotter model emphasizes preparation and takes potential obstacles into consideration. On the other hand, however, certain steps do not offer any guidance as to how to complete them causin