Unit 1 Research Analysis

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1 Unit 1: Research Analysis Department of Healthcare Administration, Park University HRM636: Change Management and Conflict Resolution Professor. Sheriley Smith October 22, 2023 Analysis of Lewin's Change Model

2 Lewin's change management model delineates the three distinct phases of an individual's transition from one state to another, namely unfreezing, moving, and repeating. Simply put, refreeze is the act of keeping the new desired condition permanent, at least until the need arises again. Moving is the transitional period during which change occurs. Unfreezing is only the disturbance of the present state that promotes a desired need for change. Lewin's traditional paradigm of change has faced criticism for a considerable amount of time because it is "too instrumental, too simplistic, and mechanistic for the complexities of the modern world" (Cummings, Bridgman & Brown, 2016). Lewin's approach is successful when used correctly, despite the criticism, as research has repeatedly demonstrated. Ford and Greer carried out an empirical investigation to test the validity of Lewin's three-step model. They observed that companies had greater success implementing processes when they are enthusiastically followed, and they also supported progression through the three phases as identified by Lewin (Hayes, 2014). To determine performance at each level, distinct change processes were applied: goal-setting for unfreezing, skill-building for mobility, and management control and feedback for refreezing. Despite the fact that all change procedures were required to achieve success, it was found that the degree of management control and feedback used during refreezing management control. The amount of management control and feedback used during implementation was found to be the primary determinant of the likelihood of regressive behavior, even if all change processes were required to achieve success. The environmental management system (EMS) implementation was also examined using Ronnenberg, Graham, and Mahmoodi's application of Lewin's model of change. Their findings indicate that the three steps have a positive correlation with each other and that higher degrees of process application led to higher change performance levels and less regressive behavior. With

3 the use of employee and industry expert surveys conducted at 17 different sites where EMSs were being used, this study looked at the significance of success in relation to the procedure of change at each phase. The unfreezing stage's increased degree of change processes is thought to increase success rates; however the breakout showed no evidence for this theory. Nevertheless, there was a modest degree of association found between success and the rigorous implementation of procedures throughout the movement phase. In conclusion, Ford and Greer also pointed out that the most important predictor of success was the degree of upper management support, which was present at the higher levels during the refreezing phase. "Overall results of this study contradict the theory, as unfreezing did not significantly affect performance. However, study design and sample limitations may have minimized this result." (Ronnenberg, 2011). "This study partially supports Lewin's three-step change model." The research back up the use of Lewin's model for managing change in terms of management application. Management must stay involved in the planning and execution of the change effort and exhibit a cohesive force that enables the implementation of change processes at all levels with enthusiasm and intensity, with a strong emphasis on refreezing. To keep the burden of change on lower-level employees alone during the unfreezing phase, management must demonstrate to employees that the initiative will be valuable and that the entire company is involved. During the moving phase, it's critical to make sure employees receive clear instructions on new procedures and standards, as well as relevant training focused just on lower-level employee. It is crucial to make sure personnel receives the proper training required to do new responsibilities, as well as detailed instructions for new procedures and expectations, throughout the movement phase. Insufficient training and band-aid solutions will soon lead to dissatisfaction and other issues inside the company.

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4 It would be wise for organizations to focus change management training down the chain, reaching as far as mid-level managers, based on the consensus that "top management support" and "feedback and management control" are the greatest determinants for success or regression (waiting until the refreezing stage would be defeatist). Mid-level managers interact more with employees and are responsible for communicating the mission objectives to them and assigning assignments that are action-oriented. Moreover, during times of transition, upper level managers should make it a point to be even more approachable and visible to lower level staff."Management support is required for every step; however, it should be concentrated during the refreezing phase." "Incentives that reward new levels of performance and feedback that signals the effectiveness and consistency of new behaviors help embed new practices," according to Hayes (2014). While resistance to change is common, it is our responsibility as managers to not only encourage change from the start but also to keep up the motivation as change causes fatigue over time. Ultimately, praising employees for their commitment and thanking them for their hard work will inspire them to keep improving and succeeding for the company. Reference

5 Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing Change as Three steps: Rethinking Kurt Lewin’s Legacy for Change Management. Human Relations, 69(1), 33– 60. Sagepub. https://doi.org/10.1177/0018726715577707 . Hayes, J. (2014). The theory and practice of change management (4 th ed). New York,NY: Palgrave Macmillan. Ronnenberg, S. K., Graham, M. E., & Mahmoodi, F. (2011). The important role of change management in environmental management system implementation. International Journal of Operations & Production Management, 31(6), 631–647. https://doi.org/10.1108/01443571111131971 .

Unit 1 Research Analysis

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