Change and resistance management, as expressed by Kotter and Lewin.

Change and resistance management, as expressed by Kotter and Lewin.

Kotter and Lewin recorded different views of models involved in organizational change. Kotter explained eight steps he believed were more practical in effecting organizational change. The distant point being the fact that staffs are more likely to accept the changes brought to them after serious convincing from the leaders (Cindy, 2016). Kotter explains that leaders have to create a sense of urgency, which serves as a motivator for any needed change. This can be even simple ideas that can be molded to bring change. Kotter expounds on managers’ needs in creating a roadmap to steer the change. There is a need for leaders to recruit individuals with robust capabilities to act as change agents.

Next, managers need to establish a change to the vision to ensure employees understand what is to come. This is immediately by communicating the vision to every staff to give them a clear picture of the impending system changes and the beneficial factors to be expected. Empowering broad-based actions is vital, too, by eliminating possible hindrance and provide paths for advanced improvements and action plans (Emerald Works, n.d.). To ensure the momentum is maintained, the managers’ acts to generate short term wins from the set goals and objectives. Kotter believed in the consolidation of gains as change acceptance takes time. From the early benefits, the managers should focus on time management to ensure the practices are sustained. Identification and monitoring of the gaps should also be kept upbeat. This way, the organization will be able to establish and design culture for change. The above steps are crucial to achieving transformation changes.

To contrast Kotter’s model, Lewin’s developed another model, which many see as a relatively straightforward change model. The steps involve here are, unfreeze, implement, and refreeze. The unfreezing stage focuses on creating awareness of how the present situation is limited in adopting the required changes. It continues to stress the need for change at the time. A feel of change acceptance is then generated at that particular point. Implementation or changing stage then follows. Members start feeling the effects of new changes, new possibilities, behavior, and then new process initiatives. Finally, Lewin concludes by introducing the freezing or refreezing stage. Here new goals, objectives, and targets are set and redefined (Jalagat, 2016).

Both models agree on the need for a proper communications plan. In essence, Lewin’s creation of awareness for change needs can prompt change itself. The leaders thus need to focus on how to create a reliable communication plan to relay the information. Kotter also mentions communication as one of the managers’ most significant responsibilities (Smith, 2018). An effective communication plan enables people to unite and rally towards a common goal, vision, or organization objectives.

Both models also address resistance management. Lewin, in the unfreezing stage, addressed this by creating awareness on the motivation to change. Kotter talks of it as means of buy-in. Before presenting your idea, Kotter sees it fit to create a movement first. By empowering broad actions, one creates a sphere for bringing more colleagues aboard and thus elimination possible hindrances to the change.

The aspect of knowledge and training is also addressed in both models. During Lewin’s change/implementation stage, support is essential. The support comes in form of coaching, learning materials, training exercises (MANAGEMENT STUDY GUIDE, n.d.). Kotter also assumes that for any successful change initiative, knowledge and training must be paid attention to. Corrective action ensures old behaviors and habits are weeded out successfully. This is addressed in Lewin’s process of advancing from implementation to refreeze stage. For Kotter, the corrective actions are essential in creating short-term wins, as explained in step six. Measurements are also taken in all models to monitor progress.

Both models leave impacts on the employees and organization at large. By stressing the need for effective communication in relaying one’s change plans, the models leave a more open and collaborative team, united towards the full realization of the organization’s goals. This also strengthens teamwork, creativity, and improved productivity (Smith, 2018). Through knowledge management, seminars, and interaction sessions, employees gain new skills and open up for growth possibilities. New skills are acquired and sharpened in the organization, including preparation, organization, collaboration, and teamwork. Hurdles encountered during change implementations sometimes creates hatred in the organization. Ambiguity or disparity from employees adversely affects the volunteer aspect and implementation. This comes as some members can feel threatened by the proposed changes.

In conclusion, to begin a successful change process, one must fully have an in-depth comprehension of why the change is needed. One needs to seek assistance to re-examine any assumptions that might be prematurely cherished. Maintaining a clear relationship with the employees is much necessary to ensure everyone is prepared to accept the change or address their ideas through established channels for considerations. Whether you decide to adopt Kotter or Lewin’s model, caution should be taken to ensure the process is more comfortable and smooth. Any shortcomings should never be neglected, as they might hinder measurements and celebrations of earlier gains. Change is part of human existence, and as such, should be addressed appropriately in various life events. Implementation should thus be open to all and consider human feelings and limits.