CHANGE MODEL
Implementing a continual organizational change process reduces the cost of changing,
enables companies to implement changes faster, improves change results, and helps create
a high performance business. In the current climate of economic pressure and evolving
political priorities, organizational change within public bodies is becoming an increasing
priority. However, change is a complex process that can have negative as well as positive
outcomes and as such it is worth looking at the available evidence so that the process is
conducted as efficiently and effectively as possible. In order to help manager access the vast
range of literature on organization change, this short paper sets out the findings of a rapid
literature review that it is hoped will provide a starting point for those wishing to become
familiar with the evidence. It starts by discussing the literature on change management from
an organization-wide perspective, before going on to look at the concept of the
psychological contract.
CHANGE AGENT DEFINITION
A change agent is a person from inside or outside the organization who helps an
organization transform itself by focusing on such matters as organizational effectiveness,
improvement, and development. A change agent usually focuses his efforts on the effect of
changing technologies, structures, and tasks on interpersonal and group relationships in the
organization. The focus is on the people in the organization and their interactions.
Roles & Competencies
A change agent is basically a consultant, either from within the organization or brought in as
an outsider. They often play the role of a researcher, trainer, counsellor, or teacher.
Sometimes they will even serve as a line manager. While some change agents specialize in
one role, most will shift their roles depending upon the needs of the organization.
You must have four competencies to become an effective change agent:
1. Broad knowledge: You must not only have broad industry knowledge but a broad
range of multidisciplinary knowledge, including conceptual knowledge, diagnostic
knowledge, evaluative knowledge, an understanding of methodology for change,
and ethical knowledge.
2. Operational and relational knowledge: You must be able to listen, trust, form
relationships, observe, identify, and report. You must be flexible to deal with
different types of relationships and behaviours.
3. Sensitivity and maturity: You must not only be able to demonstrate sensitivity to
others, but you must also be sensitive and mature enough to be aware of your own
motivations.
4. Authenticity: You must be authentic. You must act in accordance with the values you
seek to promote in the organization. For example, if you recommend a form of
management that permits subordinate participation, you should not attempt to
impose these changes without the participation of the organizational members. In
other words, you should practice what you preach.
, change process
Kurt Lewin proposed Three Stage Model of the change process for moving the organization
from present position to the changed position. This is as under:
Stage 1: Unfreezing: Creating motivation and readiness to change through
a) Disconfirmation or lack of confirmation.
b) Creation of guilt or anxiety.
c) Ensure subordinates of psychological safety.
Stage 2: Changing through cognitive restructuring: Helping the client to see things, judges
things, feel things differently based on new point of view obtained through.
a) Identifying with a new role model, mentor, etc.
b) Scanning the environment for new relevant information.
Stage 3: Refreezing: Helping the client to integrate the new point of view into
a) The total personality and self - concept.
b) Significant relationship.
1. Unfreezing: Process of unfreezing makes individuals ready for change. Lewin believes that
employees must be informed in advance of impending change and that they should not be
surprised. Unfreezing entails unfreezing the old behaviour or situation. Edgar Schein *3 took
this excellent idea propagated by Lewin and improved by specifying psychological
mechanism involved in each stage of the model. Unfreezing involves creating motivation
and readiness to change by creating an environment of disconfirmation of existing
psychological safety in the changed pattern of behaviour. This can be achieved by making
announcements, meetings and promoting the idea throughout the organization through
bulletin, boards, personal contacts and group conferences. The unfreezing process basically
cleans the slate so that fresh behavioural patterns, customs, traditions can be imprinted
which can then become a new way of doing things.
2. Moving: Once unfreezing process is completed, moving takes place. Moving is
incorporating change. Persons undergo cognitive restructuring. The process is carried out by
the following three methods as proposed by Kelman
Compliance: Compliance is achieved by introducing rewards and punishments. It has
been established that individual accepts change if he is rewarded or punished. This is
a behaviour modification tool.
Identification: Members are psychologically impressed upon to select their role
model and modify behaviour. If a leader can act as a role model the change is easier.
Internalization: Internalization involves internal changing of individual's thought
processes in order to adjust to a new environment. Members are advised to carry
out soul searching and adopt a new behaviour.
3. Refreezing: It is related to integrate the new behaviours into the person's personality and
attitude. It is referred to stabilization. The change behaviour must necessarily fit into the
Implementing a continual organizational change process reduces the cost of changing,
enables companies to implement changes faster, improves change results, and helps create
a high performance business. In the current climate of economic pressure and evolving
political priorities, organizational change within public bodies is becoming an increasing
priority. However, change is a complex process that can have negative as well as positive
outcomes and as such it is worth looking at the available evidence so that the process is
conducted as efficiently and effectively as possible. In order to help manager access the vast
range of literature on organization change, this short paper sets out the findings of a rapid
literature review that it is hoped will provide a starting point for those wishing to become
familiar with the evidence. It starts by discussing the literature on change management from
an organization-wide perspective, before going on to look at the concept of the
psychological contract.
CHANGE AGENT DEFINITION
A change agent is a person from inside or outside the organization who helps an
organization transform itself by focusing on such matters as organizational effectiveness,
improvement, and development. A change agent usually focuses his efforts on the effect of
changing technologies, structures, and tasks on interpersonal and group relationships in the
organization. The focus is on the people in the organization and their interactions.
Roles & Competencies
A change agent is basically a consultant, either from within the organization or brought in as
an outsider. They often play the role of a researcher, trainer, counsellor, or teacher.
Sometimes they will even serve as a line manager. While some change agents specialize in
one role, most will shift their roles depending upon the needs of the organization.
You must have four competencies to become an effective change agent:
1. Broad knowledge: You must not only have broad industry knowledge but a broad
range of multidisciplinary knowledge, including conceptual knowledge, diagnostic
knowledge, evaluative knowledge, an understanding of methodology for change,
and ethical knowledge.
2. Operational and relational knowledge: You must be able to listen, trust, form
relationships, observe, identify, and report. You must be flexible to deal with
different types of relationships and behaviours.
3. Sensitivity and maturity: You must not only be able to demonstrate sensitivity to
others, but you must also be sensitive and mature enough to be aware of your own
motivations.
4. Authenticity: You must be authentic. You must act in accordance with the values you
seek to promote in the organization. For example, if you recommend a form of
management that permits subordinate participation, you should not attempt to
impose these changes without the participation of the organizational members. In
other words, you should practice what you preach.
, change process
Kurt Lewin proposed Three Stage Model of the change process for moving the organization
from present position to the changed position. This is as under:
Stage 1: Unfreezing: Creating motivation and readiness to change through
a) Disconfirmation or lack of confirmation.
b) Creation of guilt or anxiety.
c) Ensure subordinates of psychological safety.
Stage 2: Changing through cognitive restructuring: Helping the client to see things, judges
things, feel things differently based on new point of view obtained through.
a) Identifying with a new role model, mentor, etc.
b) Scanning the environment for new relevant information.
Stage 3: Refreezing: Helping the client to integrate the new point of view into
a) The total personality and self - concept.
b) Significant relationship.
1. Unfreezing: Process of unfreezing makes individuals ready for change. Lewin believes that
employees must be informed in advance of impending change and that they should not be
surprised. Unfreezing entails unfreezing the old behaviour or situation. Edgar Schein *3 took
this excellent idea propagated by Lewin and improved by specifying psychological
mechanism involved in each stage of the model. Unfreezing involves creating motivation
and readiness to change by creating an environment of disconfirmation of existing
psychological safety in the changed pattern of behaviour. This can be achieved by making
announcements, meetings and promoting the idea throughout the organization through
bulletin, boards, personal contacts and group conferences. The unfreezing process basically
cleans the slate so that fresh behavioural patterns, customs, traditions can be imprinted
which can then become a new way of doing things.
2. Moving: Once unfreezing process is completed, moving takes place. Moving is
incorporating change. Persons undergo cognitive restructuring. The process is carried out by
the following three methods as proposed by Kelman
Compliance: Compliance is achieved by introducing rewards and punishments. It has
been established that individual accepts change if he is rewarded or punished. This is
a behaviour modification tool.
Identification: Members are psychologically impressed upon to select their role
model and modify behaviour. If a leader can act as a role model the change is easier.
Internalization: Internalization involves internal changing of individual's thought
processes in order to adjust to a new environment. Members are advised to carry
out soul searching and adopt a new behaviour.
3. Refreezing: It is related to integrate the new behaviours into the person's personality and
attitude. It is referred to stabilization. The change behaviour must necessarily fit into the
