CMOD - Week 4 Slides

Change Management and Organisational Development
Week 4 – Approaches to Strategy – Part 2

Learning Objectives
a) What are triggers of Change
b) What is planned versus Unplanned change
c) Process of Planned change
d) Planned change strategies
• Kurt Lewin Model – three step model
• Kur Lewin - Fairfield Model of Change
• Kurt Lewin – Group Dynamics
• Kurt Lewin – Action Research
• Kaleidoscope Model for Change
• Kotter’s 8 step change model
Planned Versus unplanned change
Planned change is a change that occurs when managers or employees make a

conscious effort to change in response to a specific problem
Unplanned Change – Organisational changes that are not foreseen prior to the need
to change, often made necessary by shifts in the organisational environment. These
happen due to some triggers in the internal or external environment.
• Internal factors (within the organization) •External factors (in the business
Triggers of • New product designs and
innovations
environment)
• Economy
Change • Staff turnover

• Appointment of new senior
• Technology
• Changes in customers’
managers requirements and tastes
• Inadequate skills of employees • Competitors
• Relocation, redundancies • Mergers and acquisitions
• New responsibilities (Mergers • Legislation and government
and acquisitions) policies
• New ideas about how to
• Changes in social and
support customers (value
cultural values
proposition alignment and
technological evolution) • Globalisation
• Flexible working • Scarcity of some resources
• Reorganisation • Outsourcing
• Organisation is growing or in
decline
Examples of
Unplanned Change
• When an unplanned change occurs, like a sudden
economic downturn or a shortage of resources,
managers are taken by surprise and adaptation may
not be as organised.
What is a planned
change?
• Planned change is about Oragnisational

Development.
• It mean how consciously organisation
want to change the processes as
opposed to the ones that happen
unintentionally, due to some accident,
by some impulse or misunderstanding or
forced on organisation.
Examples of planned Change?
• Human process interventions
• Technostructural interventions
• Human resource management interventions
• Strategic change interventions.
Planned Change?
• Planned change has always remained the main framework
for OD. However, in the increasingly dynamic and uncertain
times the other approach that gained popularity is
Emergent Change
Emergent
Change • Emergent change is continuous, dynamic and contested
process that emerges in an unpredictable and unplanned
fashion.
• The focus of Presentation and CW1 is on planned change.

• Recognition of need for change.
• Goal development.
• Selection of agents.
• Diagnosis of current market.
Process of • Selection of change technique.

• Making a plan.
planned • Implementation of plan.
change • Evaluation and follow up.
Strategies for
Planned change
KURT LEWIN’S
FOUR
STRATEGIES
OF CHANGE
Kurt Lewin Theories of change
CHANGE MODEL –THREE STEP FAIRFIELD THEORY GROUP DYNAMICS ACTION RESEARCH
FREEZE/UNFREEZE/REFREEZE
Who was Kurt Lewin?
• Kurt Lewin was a humanitarian and believed in solving social

problems for the betterment of human beings and society as a
whole.
• He in his work was influenced by Gestalt psychologist and the

central theme of his work was the group that individual belong to is
the ground for his/her perceptions, feelings and actions.
• Planned change is the term first coined by Kurt Lewin.
• He gave four models but according to him all these four worked in
integration. Although people have also considered these on its own.
Kurt Lewin - Three – Step model
Unfreezing Moving Refreezing

Kurt Lewin:
Three Step Model
Step 1 – Freeze to unfreeze
• He believed that humans like to live in equilibrium; an inertia which make
them resist changes that happen in the outside environment. He developed
this understanding in sociology but it is also used a lot in organisations.
• Within organisation this inertia make them believe in their success and they
want to reinforce it and forget to see what is happening in the outer
environment – think about Kodak example where they failed to shift to
digital platform..
• That is why Lewin believe that the equilibrium (the forces of inertia) needs
to be destabilized (unfrozen) before old behaviour could be discarded and
new behaviour to be learned.
Unfreezing is not easy
• Unfreezing results in fear and anxiety people go through a cycle of

1. Denial
2. Defence
3. Discarding
4. Adaptation
5. Internalisation
This should involve motivation
Kurt Lewin:
Three Step However this step is not easy and
Model requires engagement and
communication between employees,
Step 2 - between employees and management.
Moving
Lewin organised this through Action
research where people can be made to
understand the need for change and not
forced to act as such.
Kurt Lewin:
Three Step Model
Step 3 - • During refreezing the new equilibrium is
created with change in both individual and
Refreezing group behaviour so the group does not
regress back to the old ways of working.
How to
manage
change
(Kurt
Lewin)
What is Field Theory?
• The idea behind Force Field Analysis is

that situations are maintained by an
equilibrium between forces that drive
change and others that resist change, as
shown in figure 1, in the slide below
• For change to happen, the driving forces
must be strengthened or the resisting
forces weakened.
What is
Force
Field
Model?
Force Field Model
• Step 1: Describe Your Plan or Proposal for Change
Define your goal or vision for change
• Step 2: Identify Forces For Change
Think about the kinds of forces that are driving change.
These can be internal and external.
• Internal drivers could include:
• Outdated machinery or product lines.
• Declining team morale.
• A need to increase profitability.
Force Field
Model
• Step 2: Identify Forces For
Change
• Your external drivers could
include:
• An uncertain operating
environment.
• Disruptive technologies.
• Changing demographic trends.
• Step 3: Identify Forces Against Change
• Now brainstorm the forces that resist or are
unfavourable to change.
Force Field • Internal resistors and re-strainers could include:

• Fears of the unknown.
Model • Existing organisational structures.

• Existing cultures
Force Field Model
• External factors might be:

• Existing commitments to partner
organisations.
• Government legislation.
• Obligations toward your customers.
Force Field Model
• Step 4: Assign Scores

• Next, score each force, from, say, one (weak)
to five (strong), according to the degree of
influence each one has on the plan, and then
add up the scores for each side (for and
against).
• For a visual representation of the influence
that each force has, draw arrows around
them. Use bigger arrows for the forces that
will have a greater influence on the change,
and smaller arrows for forces that will have a
weaker influence
Example of Force Field Model
Summing up Kurt Lewin Work
The two models that are used for change management programs within organisation are the following:
1: Kurt Lewin Three step change model
2: Kurt Lewin: Fair Field Model
However, these two forces are meaningless without developing the understanding of group dynamics and action
research. In the case study you can pick up any of the above two models or both but supplement it with your
understanding about group dynamics and action research as proposed by Kurt Lewin.
What do we mean by
Group Dynamics?
• Kurt Lewin stated that groups are dynamic
and powerful beings which have power to
influence individuals and communities.
The concept “group dynamics” refers
to changes that may occur in any part of
the group and bring out actions and
reactions in the group structure that affects
group members.
• Groups can be formal or informal.

What is Action Research?
Action research for Lewin was exemplified by the discussion of problems followed by
group decisions on how to proceed.
Action research must include the active participation by those who have to carry out
the work in the exploration of problems that they identify and anticipate.
After investigation of these problems the group makes decisions, monitoring and
keeping note of the consequences. Regular reviews of progress follow.
The group would decide on when a particular plan or strategy had been exhausted
and fulfilled, and would bring to these discussions newly perceived problems.
Group Activity one – 20 minutes
All groups need to read the TTL case study
They need to work on the following
What is TTL business Model?
What is TL Value proposition?
Do the Diagnostic analysis of TTL
Create a diagram by showing what is the current, transitional and future state of STL.
Share your ideas with the class,
Look at the helping sheet provided in week 4 slides section.
Divide the class in two groups
Class
Group one works on Three
activity 20 step model of lewin
minutes –
Group two works on Fair Filed
Case Study Model of Lewin
TTL
Both the groups share the
work with the whole class.
Reference
• Book – Managing Change – Bernard

Burnes – 7th edition
• Chapter 8: Approaches to strategy

• Chapter 9. Planned Change and
Organization Development (OD)
• These two are from Burnes book

Thank you
Any Questions

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Change Management and Organisational Development

Week 4 – Approaches to Strategy – Part 2

Planned change is a change that occurs when managers or employees make a

Change • Staff turnover

• Planned change is about Oragnisational

• The focus of Presentation and CW1 is on planned change.

Process of • Selection of change technique.

• Kurt Lewin was a humanitarian and believed in solving social

• He in his work was influenced by Gestalt psychologist and the

• Planned change is the term first coined by Kurt Lewin.

Unfreezing Moving Refreezing

• Unfreezing results in fear and anxiety people go through a cycle of

• The idea behind Force Field Analysis is

Force Field • Internal resistors and re-strainers could include:

Model • Existing organisational structures.

• External factors might be:

• Step 4: Assign Scores

1: Kurt Lewin Three step change model

2: Kurt Lewin: Fair Field Model

• Groups can be formal or informal.

• Book – Managing Change – Bernard

• Chapter 8: Approaches to strategy

• These two are from Burnes book

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