Question

Discuss how ”Kurt lewin's” and “Bridges’ model” of transition might be used by a leader and what role he might play as a change agent while people are transiting from one stage to another. ( 400 words)

Answer 1

Change management is the discipline that guides how we prepare, equipped and support individuals to successfully adopt change in order to drive organisational success and outcomes.

KURT LEWIN MODEL OF TRANSITION

Kurt lewin, social scientist and a physicist ,during early 1950s propounded a simple framework for understanding the process of organisational change known as the three stage theory which he referred as Unfreeze, Change (transition) and Freeze (Refreeze) .

According to lewin, Change for any individual or an organisation is a complicated journey which may not be very simple and mostly involves seven stages of transitions or misunderstandings before attending the stage of equilibrium for stability.

Stage 1:Unfreezing: This is one of the most critical stages in the entire process of Change management. It involves making people aware of the need for change and improving the motivation for accepting the ways of working for better results. Effective communication plays a vital role in getting the desired support and involvement of people.

Stage 2:Change: This stage is known as the stage of transition. This is the stage in which people are are an frozen and the actual change is implemented. Careful planning, effective communication and encouraging the involvement of individuals for the change is necessary.

Stage 3:Freezes (Refreezing): The stage of Refreezing is the ultimate stage in which people accept or internalize the new ways of working or change, accepted as a part of their life and establish new relationships. For strengthening new behaviour or changes, the employee should be reported, recognised and provided positive reinforcements, supporting policies of structures can help in reinforcing the transformed ways of working.

Role of Kurt lewin as a change agent

Lewin was primary interested in resolving social conflict through behavioural change, whether this be within organisations or in the wider society. He identified 2 requirements for success :

1) To analyse and understand how social group is formed, motivated and maintained.

2) To change the behaviour of social groups.

Lewin believed that only by strengthening democratic participation in all aspects of life and being able to resolve social conflicts could the scourge of despotism, authoritarianism and racism be effectively and countered.

Lewin's model illustrate the effects of forces that either promote or inhibit change. Specifically, driving forces remote change by restraining forces oppose change. It hence change will occur when the combined strength of one force is greater than the combined strength of the opposing set of forces.

BRIDGES MODEL OF TRANSITION

Developed by William bridges, the Bridges Transition Model has been used by leaders and management consultants for more than 30 years. The strength of tis model is that focuses on the transition to change . Change is something that happens to people, even if they don't agree with it. Transition, on the other hand, is internal. it is what happens in people's mind as they go to change.

The model highlights three stages of transition that people go through when they experience change.These are:

1) Ending,Losing and Letting go

2) The Neutral Zone.

3) The New Beginning

Stage 1: Ending,Losing and Letting go: This stage is often marked with resistance and emotional upheavl because people are being forced to let go of something that they are comfortable with.

At this stage people may experience these emotions :

*Fear

*Denial

*Anger

*Sadness

*Disorientation

*Frustration

*Uncertainty

*A sense of loss

If you acknowledge the emotions that people are going through, you will likely encounter resistance throughout the entire change process.

Stage 2: The Neutral Zone: In this stage, people affected by the change are often confused, and uncertain, and impatient. Here, people might experience:

*Resentment towards the change initiative.

*Low morale and low productivity .

* Anxiety about their role, status or identity.

*Scepticism about the change initiative.

Despite these, this stage can also be one of great creativity Innovation and renewal.

Stage 3: The New Beginning: It is a time of acceptance and energy. People have begin to embrace the change initiative. At this stage people are likely to experience:

*High energy .

*Openness to learning.

*Renewed commitment to the group of their role.

Role of Bridges Model as a change agent

William Bridge played an important role as a change agent. He particularly talks about the psychological transition why people over the time become aware of the new situation and changes that come to that and work to adapt to that new beginning. His main emphasis to create a smooth restructure are as follows :

1) Use leaders as key change advocates and Agents.

2) To involve people and give them a part to play .

3) Make the neutral zone of the actual change as short as possible, being mindful of staff morale and staff support during times of recruitment or redundancy.

4) Use a planned approach with the change model at its heart .

5) Check and recheck post deployment to verify results as expected.

Conclusion: Both Kurt lewin and William Bridge played an important role in implying the change in the minds of employees. Once the change is heartily adapted by the employees and overall staff,there is no aim that could not be achieved.