Kotter and lewins change and positive models

Kotter and lewins reassign and positive simulatesChange management deals with adapting and controlling throw. For an shaping, change management is defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities. (searchcio-midmarket.techtarget.com/definition)There is always a need for the change to happen as the world is changing. Therefore, some models tin can care an formation to implement change successfully.Kotters Change ModelJohn Kotter is a change expert who is a professor at Harvard Business School. Kotter introduced a famous change process that consists of eight steps in his 1995 book, Leading Change.Step One Create UrgencyFor an administration to let the change happen, this step is a unproblematic motivation for the intimacys to happen. Therefore, the first task is to develop a sense of requirement. (mindtools.com/pages/article/newPPM)Step Two Form a Guiding CoalitionFor the chan ge to happen, the change needs to be managed as well as led. Hence, there is a requirement for strong leadership as well as the conduct from master(prenominal) employees of the organization. (Strategies-for-managing-change.com/john-kotter)Step Three Developing a Change VisionDeveloping a clear vision will help out to simplify the decisions, motivates employees to go for the change even it is hard for them, and helps to organize the actions in a hasty and well-organized way. (kotterinternational.com/KotterPrinciples/Change Steps/Step3)Step Four Communicating the Vision for Buy-inIt is not astir(predicate) developing a clear vision, but the vision has to reach all the employees of the organization. For this to happen, the vision should be communicated in hour-by-hour activities. Communication can also be through with(p) through meetings, emails, and presentations. It should be communicated anywhere and everywhere in order to let the employee have a clear idea to the highest degr ee the change to happen. While communicating the change be honest and concentrate on the emotional dimension of the peoples fears and concerns. (kotterinternational.com/KotterPrinciples/ChangeSteps/Step5, strategies-for-managing-change.com/john-kotter)Step Five Empowering raft and Removing BarriersRemoving barriers will help the people to do their shell work and empowers them to execute vision. This will result in change to happen. (mindtools.com/pages/article/newPPM, kotterinternational.com/KotterPrinciples/ChangeSteps/Step5)Step Six Generating Short-term winsGenerating short-term wins will definitely encourage the employees. The employee trust will increase and will adapt to the change as well as will be satisfied with his work. Organizing a change without looking at short-term performance is always risky. One cannot hunch where they stand and how far is the destination. (kotterinternational.com/KotterPrinciples/ChangeSteps/Step6)Step Seven Dont Let UpThere is always a take c hances for the resistance to occur even success occurs in the early symbolises. There is fear of change with everyone. Letting up will create problems and the momentum can be lost. Therefore, the organization has to consolidate gains and produce more change. (kotterinternational.com/KotterPrinciples/ChangeSteps/Step7)Step Eight Make it stickCulture is deeply rooted in an organization and is the hardest thing to change. Every associate of the organization indoctrinates into the culture of the organization without realizing it. Therefore, new approaches have to be anchored and should be deeply rooted in order to stay powerfully in the culture. (kotterinternational.com/KotterPrinciples/ChangeSteps/Step8)Strengths and WeaknessesThe enduringness of this model is that it concentrates on all aspects for the change to happen in an organization. Therefore, by concentrating on all aspects such as communicating the vision, creating a guiding coalition, generating short-term wins, and not let ting up will definitely makes the change to happen. Culture is the hardest thing to change in any organization and with the help of this model, the cultural change can happen.On the other side, the first step speaks about the urgency but it does not concentrate on the purpose for change. routine with urgency can only play an effective role together for the change to happen. To implement this model the leaders should be experienced and associates of the organization should turn out the change.Lewins 3-Stage ModelKurt Lewin is a psychologist who recognized three stages of change. They are Unfreeze, Change, and Refreeze.Stage 1 UnfreezeThis stage is an important one that involves reaching to a position of intentional that change is essential. In this stage, creating high-flown environment is an important thing for the change to take place. Generally, people get used to the way they are working and they travail to resist the change even the change is beneficial one, as it will init ially cause discomfort. Therefore, the main theme of this stage is to shift people from this frozen(p) state to an unfrozen state. (Change-management-coach.com/kurt_lewin, London forethought Centre, 2008)Stage 2 Change or TransitionThis stage is central to Lewins model and is a confusion catamenia at the psychological level. In the transition stage, the changes are made that are essential. Employees will be unfrozen and will be heading in the room of new way of being. Therefore, people are not clear about new ways that are going to replace the older ways. This clearly shows that this is the hardest stage as employees are not sure or fearful. The main goal of this transition stage is to bear upon employees to the unfrozen state and keep them there. (change-management-coach.com/kurt_lewin, London Management Centre, 2008)Stage 3 RefreezeThis phase concentrates on elevating the comfort levels and giveing back the stability. It founds people to a stable and oil-bearing state fr om a low productive state. Refreeze is to establish stability after the changes occur. Finally people form new relations start to become comfortable with new changes. (Change-management-coach.com/kurt_lewin, London Management Centre, 2008)Strengths and WeaknessesThe strength of Lewins model is that it is simple and easy to understand. This model concentrates on the fear of employees who oppose the change to happen. This is the main factor, which should be worked out by every organization to bring out change.However, on the other side, this model does not concentrate on each aspect. For the change to happen all the aspects should be considered such like the aspects cover in Kotters change model.The Positive ModelThe Positive model involves five phases. They arePhase 1 Initiate the InquiryInitiate the inquiry is to know the subject of change. It points up the associate participation to recognize the organizational issue they have the most energy to address. (Cummings Worley, 2009)Pha se 2 take into best practicesInquire into best practises is assembling data that is the best in the organization. If the subject is organizational innovation, then associates of the organization helps to build up an interview protocol which contains the information about the new ideas that were developed and carried out in the organization. The members of the organization conduct the interviews they interview each other and let them know the information or stories about the innovations in which the members are personally involved. These stories are gathered to form a group of information, which describes the organization as an innovative system. (Cummings Worley, 2009)Phase 3 Discover the themesDiscovering themes is about the members of the organization who look at the stories that are gathered previously which may include both small and large, to recognize a set of themes which are demonstrating the common range of mountains of peoples experiences. For instance, the stories of i nnovation that are collected may contain themes about how much freedom each individual gets from the managers in exploring a new idea, how much support the coworkers provided to the organization members, or how to exposure to customers sparked ingenious ideas. No theme is small in case of representation it is very important to describe all the magnetic core mechanisms that help to generate and support the themes. The themes symbolises the basis for moving from what is to what could be. (Cummings Worley, 2009)Phase 4 Envision a preferred futureMembers that scan the identified themes, challenge the consideration quo, and describe a compelling future. Based on the organizations successful past, members collectively picture the organizations future and develop possibility proportions- statements that bridge the organizations current best practices with ideal possibilities for future organizing. These proportions should present a truly exciting, provocative, and possible picture of th e future. Based on these possibilities, members discover the relevant stakeholders and critical organization processes that must be adjust to support emergences of the envisioned future. The vision becomes a statement of what should be. (Cummings Worley, 2009)Phase 5 Design and Deliver Ways to Create the FutureThis phase illustrates the activities and the plans necessary to bring vision. It progresses to both action and assessment phase comparable to action research described earlier. Members of the organization make modifications, weigh up the results and make necessary adjustments, to move the organization towards the vision and nourish what will be. The course of action is continued by restoring the discussion about what the best is. (Cummings Worley, 2009)Strengths and WeaknessesThe strength of this model is that it concentrates on the main issue and tries to solve the problem by using the best practises of the organization. The weakness of this model is that there is no urge ncy, which is essential for the change as sometimes the organizations energy run out of time. If the change does not happen before the time passes away then the work made by the organization goes in vain. expiryThe three change models Kotters change model, Lewins 3-stage model, and the positive model are different from each other. These three models can be used by any organization for the change to happen.Kotters change model is a brief model that concentrates on every small aspect. The only problem with the Kotters change model is that it focuses on urgency but not on purpose. Without knowing purpose of change, the urgency will have no reason and everyone will be doing things quickly without purpose. By considering the purpose, this model can be most preferable for an organization to implement change. This model makes sure that the change need to occur is communicated to everyone and concentrates on building the momentum with short-term wins. The culture of the organization can be changed that is deeply rooted.Lewis 3-stage model is a simple model it concentrates on moving people from their old style of working. People always have a fear of change, which is the biggest opposition of the change to happen. This model concentrates on moving people from a stage of freezing to refreeze stage. This model does not concentrate on all the small aspects.The positive model is different from Kotters and Lewins model. It enquires about the problem and uses the best practices of the organization to solve the problem. This helps the change to happen. However, there is no sense of urgency that is a major problem. When compared to Kotters model it is not as detailed as that model.Every model has some strength. Therefore, it is always better to go for the three models, opt for the best things from the models, and implement them for the change to happen. Speaking about best of the three models, my choice is Kotters change model as it concentrates on all the aspects for the cha nge to happen.