Lewin's Model Of Change Analysis
Lewin’s model for managing change
Kurt Lewin developed a model of the change process that has set the time test and continues to influence the way organisations manage planned change. Lewin’s model is based on the idea of force field analysis. The below figure shows a force field analysis of a decision to start in exercise behaviour.
Equilibrium
This model says that a person’s behaviour is the product of two opposite forces: one force pushes toward preserving the way things are working now, and the other forces pushes for change. When the two opposite forces are about equal, behaviour is current maintained. For changes of behavioural, the forces maintaining the way things are working now must be overcome. This can be completed
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The first process starts with unfreezing, which is an extreme important first hurdle in the change process. Unfreezing which encouraging peoples to throw out old behaviours by reorganize the steadiness state that maintains the status quo. Change management books has long advocated that certain peoples have personalities that make them more resistant to change. By the way, latest research shows that only minority of a study’s people displayed flexibility in their reactions to three kinds of different change which are technological, structural and office relocation. Most of the respondents reacted differently to these differing kinds of change, suggesting that reactions to change might be more situational driven than was previously thought. Organisations recently complete unfreezing by annihilating the rewards for current behaviour and showing that current behaviour is not valuable. Actually, peoples surrender by allowing the edges of their status quo to be opened in preparation for …show more content…
First of all, Monsanto importance and focused unfreezing by helping employees bare as false negative mental pictures about women in business. This also helped affected resistance to change. Next, Monsanto changed employees’ behaviours and attitudes by variety training in which differences were importance and focused as positive, and supervisors learned ways of training and developing female employees. And lastly, Monsanto changed its reward system so that manages were evaluated and paid according to how they coached and promoted women, which helped refreeze the new attitudes and
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