Organizational Change Model

This change model contains three steps which are unfreeze, change, and refreeze which helps people to understand the change process.

Unfreeze Unfreezing stage is to make organization to be ready and understand the need of change. If organization can create change as a necessary, urgency and motivation will be emerged. This step is the most difficult stage as it affects people to put their stability off. Organization must show the reason to discontinue existing process and compare low exiting performance to new vision to help employees can easily buy in and accept the change.

Change This stage is the transition from unfreeze to change. People need time and mutual communication to accept and understand change to accept it. When people start

The new vision need to be included in daily work. Company’s leader has to support change continually. This helps to generate trust among employees.

Organizational change aims to improve their business performance and managing resistance to change is necessary for every company. Meanwhile, environmental change affects to working process and performance of organization. So, each organization needs to adapt to the changing of its environment. Resisting to the proposed changes in organization is the barrier of business’s success. According to the author’s research and he discovers 28 possible causes of resistance to change as follows:-

• “Threat of power on an individual level” Employees will resist changes that will decrease their power and affect their status quo.

• “Threat of power on an organizational level” Some groups, departments or sectors in the organization do not want to lose their organizational power.

• “Losing the control by employees” Manger will resist changes that reduce their controlling power.

• “Increasing the control on the employees” Employees will resist changes that surge the control on

• “Weakness of the proposed changes” A weakness of proposed changes may lead to resistance to change.

• “Limited resources” When the limited resources are threatened, resistance to change will be arisen.

• “Bureaucratic inertia” The organization’s rules, policies, and procedures can be a barrier of change.

• “Selective information processing” Employees may reject disliked information and try to implement information that they currently have to resist change.

• “Uninformed employees” Employees will resist changes if they are not informed well about organizational changes.

• “Peer pressure” Employees who support organizational change will be punished if others don’t. So, resistance to change will widely spread.

• “Skepticism about the need of change” If employees don’t see the need of change, they will resist to that change.

• “Increasing workload” If changes lead to the rising of workloads, resistance to change will be occurred.

• “Short time to performing change” Fast-moving environment causes a tight period of changing which leads to resistance because employees don’t have enough time to prepare and adapt to the