Introduction about

CHANGE

 Change, change, change the speed within trade and industry

has increased immensely over time and new products are
introduced regularly. This demands an increased capability to
manage changes within a company. The world has changed and
will continue to change. Senior and Fleming (2006) provide a
picture of the future and how it will affect people and their
willingness to change.
structural change- less layers of management and a reduction of
the numbers of people working together. There will be a stronger
pressure for individuals to work harder and longer.
working pattern- will be normal to have more than one place of
employment and a greater number of people will work from home.

 workforce characteristics- change with the rate of birth

decreasing and the number of old people increasing,
leading to a rise in the average age of people working
workforce skills- higher requirement for workers to learn
new skills during their career due to changing
technologies and a more competitive environment. The
workers will also have more employment choices, with
an increasing rate of self-employment and working
abilities in small organizations. Due to an ageing
population, pension schemes will also be necessary.
(Senior & Fleming, 2006)

Reason for Change

The market has radically changed due to globalization, strong
competition, technical development and a customer-driven market.
(Hrenstam et al., 2004) This high pace of change means that the
organization must change behavior and manage to rapidly adapt to
shifts in the market (Norrgren et al., 1996 in Nons, 2005).
currently, many change projects and development programs produce
unsatisfactory results. To increase the ability to change, the change
competence must increase.
Change competence is described as the ability to manage change in
the environment and to be able to form a continuous renewal of this
process. Change competence is also about choosing a change
strategy that matches the organization and its members experience
of change processes. (N

 challenges and threats today

threats to effectiveness, efficiency and challenges from turbulent
environments
increased competition and changing customer demands are of great
interest and importance in keeping organizations healthy and viable.
Importance of leadership
leaders task during change processes is to convey the vision and the
goal with the change.
to know why they should do it and what the goal is.
t to carry through with a change and be patient; the results will not
come immediately.

 Culture
The culture has a big impact on a process of change,
while the culture is always the winner over the
strategy.
The leader cannot perform organizational changes by
using only formal structure and systems as principal
instruments. The leaders also have to pay attention to
the organizational culture and provide a new basis for
cohesion

Lewins Change Theory

Lewins change theory is a planned change guide that
consists of three distinct and vital stages:
Unfreezing Stage
Moving to a New Level or Change Stage
Refreezing.Stage

Unfreezing
The first stage involves finding a method of making it
possible for people to let go of an old pattern that was
counterproductive in some way. This is the stage where
the desire to change occurs, or at least the recognition
that change is needed.
An example is moving from a paper based
documentation system to an electronic system, in an
organization where paper trails have become
unmanageable and archaic.
Unfreezing the present Forces that maintain current
behavior are reduced through analysis of the current
situation.

Moving to a new level orChange

The second stage involves a process of changein
thoughts, feelings, behavior, or all three, that is in some
way more liberating or more productive than doing
things the old way. During this stage, the people
involved (change target group) are convinced that the
new way is better than the old.
Having analyzed the present situation, new structures
and processes are put in place to achieve the desired
improvements. This is the most time-consuming, costly,
yet productive stage as far as tangible results go

Refreezing
The third and final stage consists of establishing the
change as a new habit or process, so that it now
becomes the standard operating procedure or status
quo. Without some process of refreezing, it is easy to
backslide into the old ways of doing things.
Rewards, support, and champion leadership continue to
be important through this stage, which is essentially
ongoing until the next major change is needed.

Force Field Analysis

Lewin extended his theory by including force field
analysis which offers direction for diagnosing situations
and managing change within organizations and
communities.
According to Lewins theory, human behavior is caused
by forces beliefs, expectations, cultural norms, and the
like within the life space of an individual or society.
Two type of Forces
Driving force
Restraining forces

 In terms of improving productivity in a work group, pressure from a

supervisor, incentives, frustration with the current way of doing things
(such as paper documentation) and competitive or social demands are
examples of potential driving forces.
Apathy, prohibitive cost, hostility, technology illiteracy and poor
maintenance of equipment are examples of restraining forces which can
inhibit change and may restrict productivity.
Equilibrium is the status quo or the present level of productivity, and can
be disrupted or fortified by changes in the relationship between the
driving and the restraining forces. Equilibrium is reached when the sum
of the driving forces equals the sum of the restraining forces.
So before a change occurs, the force field is in equilibrium between
forces favourable to change and those resisting it.