Analyzing Lewin’s Change Model in Workplace Organizational Change: Essay Sample

Due to the ever-evolving nature of the environment, businesses of all stripes must regularly revise their operational plans to remain competitive. But altering the regular functioning of business processes or activities inside an organization’s structure is a difficult task that needs effective methods and a defined framework to maximize success rates. As a result of the COVID-19 pandemic and the associated uncertainty, businesses across the board were forced to adapt or face extinction. Changes within a sizable South Dakota healthcare system have been the subject of this debate.

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Even though the medical personnel is aware of their vital role in stemming the epidemic, several management, and office employees have voiced concerns about the hazardous conditions in which they must operate. This is why top management recruited an expert in the organizational transformation to assist with the transition. As an OD professional, my key priority during the healthcare institution’s transition to a new organizational structure was to use Kurt Lewin’s change model to build policies and practices that reflect the organization’s new direction while also addressing the needs of all employees.

The company’s productivity was increased thanks to the external organizational development practitioner’s analysis of the elements influencing organizational transformation and the creation of mechanisms to coincide the company’s capabilities with its strategic goals. He stepped in to facilitate a cultural change inside the company to better accommodate external factors, promoting the coordinated use of available resources. Effective communication, evaluation, synthesis, accountability, cooperation and coordination, creativity and ingenuity, and leadership are only a few of the basic abilities of the practitioner that contribute to a successful transformational change.

Kurt Lewin’s model for facilitating change is widely used in today’s corporate world due to its proven effectiveness (Shirey, 2013). Inevitably, people in an organization will have preconceived notions about the outcomes of any changes. Positive predictions might be helpful in sparking the desire to make changes (Cummings & Worley, 2015). Due to the unexpected worldwide scope of the pandemic, it was essential to think of a change framework that could be easily implemented inside the medical environment yet would guarantee a long-lasting change without impeding daily operations. The healthcare sector had to continue operating during the epidemic, and the change model made this possible.

There are three primary phases in Lewin’s change model: unfreeze, change, and freeze.

Unfreeze

Lewin’s theory of behavioral transformation postulates that people have an innate aversion to radical change. The model’s unfreeze stage included an examination of the company’s ethos and operational procedures. At this point, the OD may also get a more nuanced understanding of the staff dynamics, which will aid in developing optimal approach tactics. At this point, the healthcare organization’s staff were briefed about the impending shift, its rationale, and the benefits it would bring to the business and its overall mission during the pandemic.

Change

At this juncture, efforts are being made to adapt the company’s culture to reflect the new circumstances. Some of the case study’s formal leaders and management staff went remote, while the clinicians kept their regular schedules. To this point, we looked at how the induced improvements, such as improved communication, were used in real-life situations. During this time, the OD professional improved the framework and addressed the associated risks.

Refreeze

Refreezing helps to solidify the newly introduced modification inside the established framework of the firm. The healthcare provider institutionalized the new frameworks as part of its culture to better achieve its goals. The executive consultant looked through the processes to make sure they would prevent people from opting out of the new system and would maximize its efficiency. This ensured that new ways of doing things would get ingrained in the culture and stay that way.

References

Cummings, T. G., & Worley, C. G. (2015). Organization development and change. Cengage learning.

Shirey, M. R. (2013). Lewin’s theory of planned change as a strategic resource. JONA: The Journal of Nursing Administration, 43(2), 69-72.