Assignment Sample on Principles of Change and the Change Process
Introduction:
Change management relies or depends on theories from many disciplines or corrections, comprising behavioural, psychology, engineering, systems thinking or science. The Organizations should continuously change, develop and absorb to meet a variability of challenges that is changes in expertise and technology, to a change in laws & regulations, underlying fiscal trends or to the rise of new competitors. With the change management the organization can overcome the chances of failure, outdated process, or stagnation.
Organizational change refers to or can be defined as the business actions or conduct of change to modify or adjust the important or significant feature within the organization. Which may include company culture and ethics, corporate hierarchy, underlying technology, infrastructure, internal processes, or any other crucial and significant aspect.(Mathar, and Gaur, 2020)
Organizational change can be of two types basically-
- Adaptative change
- Transformational change
The process of change comprises of sets from starting conditions to the functional endpoint or stage, the process and link in between are the stages of unfold dynamics. The fundamental idea or impression of all change-management models is that no change ever occurs in isolation; change impacts the entire organization and all of the people or community within the organization. The good change policy or management generally encourages and motivates everyone to adapt and modify and welcome the new way or pattern of work process or working.
The Four Principles of Change Management
Effective change management depend on four fundamental principles:
- Understanding the Change.
- Plan or strategize the Change.
- Implementation of Change.
- Communicating the Change.
Change Theories & Models:
Change behaviour state the conditions how the humans perceive, admit embrace and achieve change reflects the essentials and requirements of modern or contemporary change management this has been explained in Lewin’s model of change comprised with 3 stages:
Lewin’s 3 Stage Model of Change explanation:
A philosopher ‘Kurt Lewin’ was a social psychologist of the 20thera with origin of Germany and America. While through the initial research of collective dynamics and the organizational growth, he establisheda model of change with 3 stages in it, in order to assess and explain the two areas-
- The transformation procedure in an organizational environment
- The way to challenge the existing situation to appreciate the effective change
Mr. Lewin projected that the behaviour of any people or person in regard to a future change is a role of group behaviour. Any contact or strength affecting the cluster structure also affects the personality’s behaviour and dimensions to change. Therefore, the cluster situation, or ground should be considered or measured in the change process.
The 3 Stage Model of Change defines the challenges or difficulty in the existing situation and further how a change process, a projected change willdevelop, advance and progress into a future anticipatedposition. To comprehend, the group behaviour, and hereafter the behaviour of separateor distinct group members all through or during the change process, we need to evaluate the complexity and totality of the arena. This is also recognized as Field-theory, which is extensivelycast-off to develop change models or representations including Lewin’s 3 Stage Model for change. (Ahmed, 2020)
Stage 1-Unfreeze:
In this stage Lewin classifies human behaviour in regard to change, as a quasi-stationary balance state. This state is a mental, physical and the mindset capacity of humans. Herein, the philosopher, argues that change is resisted. Group forces(field) an prevent people from embracing and absorbing the change. Therefore,a disturbance in sate of equilibrium or balance is required to infuse or instigate the behavioural manner, which is open to change. In simple word, individuals need a discomfort or agitation in order to welcome change. Actions required within this stage are-
- Defining what needs to changed and how importantly (behavioural, psychology, engineering, systems thinking or science)
- Confirming support and assistance from management
- Generating the need for change.
Stage 2-Change
In this stage after the challenges are identified, and the current situation is unfrozen, implementation of change starts. Organizational or structural changes are generally complex in nature so it needs and requires a well-planned and designed process all through change implementation, which some time or the other do not guarantees the 100% result. Therefore, the establishments should prepare a range and diversity of change process options that could be intentional change to trial-error change process.
All through the evaluation process of change options, there are two significant drivers forlasting effectiveness and successful of the change application process, that is – Information movement and leadership Guidance. Actions required within this stage are-
- Wide and clear communication
- Promoting and empowering actions
- Intensive Involvement of people or individuals
Stage 3-Refreeze
In the final state refreezing, the essential and important purpose is to sustain the change that has been implemented. The final goal is to involve and engage people or individuals to consider and absorb the new state and process as an existing or current pattern, so that they don’t resist forces within the implementation of change. The collective norm, strategies, processes and activities transforms as with the change implementation.
For the better sustainability and reinforcement of change process, appropriate steps are required in order to eliminate the previous dominant behaviour and its reasserting. There is a need for mechanism, whether informal or formal, for implementing and freezing these changes and ensure the prevailing of new change as the new normal.
Actions or procedures required within this stage are-
- Evolve and develop the new change into cultural and ethical approach
- Develop, Advance and encourage ways and patterns to sustain the change for lasting effectiveness.
- Offer training, assistance, communication and support
- Rejoice and celebrate the goal and success
In this model of change, it is explained and examined fundamental and progressive understanding of, ow change occurs, in relation to social behaviour examined at a collective and individual level with clusters or groups. Ever since, the theory was originated in 1951, the change process management has been both helpful as well as opposing way. (Hughes, 2020)
Here in, I would like to speak one major and significant change my organization British petroleum (BP) is looking forward is the organizational change in push to attain net zero till 2050 or Sonner, The Oil giant BP has set a new ambition and change process comprising ten missions or aims, the first five to get itself to net zero and the other five forhelping and supportingthe world to get net zero.
According to my organization, the first five goals include-
- Net-zero on carbon emission in British Petroleum’s oil and gas production
- Net-zero across British Petroleum’s operations
- 50% reduction in the carbon concentration of products that British Petroleumsells
- Increase or upsurge the proportion of investment into gas and non-oil businesses over time
- Installation of methane extent at all BP’s major oil and gas processing locations till 2023 and 50% reduction in methane concentration of operations
The BP organization has stated that in direction to achieve the above-mentioned goals the company is required to fundamentally and essentially reorganize to develop more focused, integrated and attentive organization.The change or the change process will be covering our major and significant areas –
- Operations and productions
- Gas and low carbon energy
- Products and customers
- R&D, innovation and engineering
These business areas or groups will comprise of three integrators to recognize and capitalize the opportunities in- shipping and trading, regions, cities, solutions, strategies, sustainability; with four type of enablers to back and support the organizational deliveries, that is finances, people& culture, legal, advocacy and communication. (Hu, 2021)
The company’s new goal and aim for net zero till 2050 or before, covers the very greenhouse initiative for gas emissions from the production and operation process all around the world. This is one of novel cause goal towards the environment overall and comprise of an ethical conduct of an organization or a company, which has made me very happy about it.
Conclusion:
There is no free size or all size fit approach or scope for change process management. So, depending on one scope or approach will not provide solution for every variety and kind of change that need to be processed and changed. The requirement, need, aspect, area, every detail needs to be cleared and specified to look forward for the options and intensity of change that has evolved.
Change process comprise of four basic principle that is very important to analyse to bring in the change process within the organization. It is essentially good and reasonable to be authentic or true to lead in the path that is right for the organization and its overall growth. The change process needs to be diverse and customized as per the requirements of the organization with the projected goal or aim.
Change processes are designed and developed in a way to get absorbed and suit the specific challenges and barriers that the organization is facing through existing situation. Leadership, management and guidance is very vital part all through the process of change and needs to be efficiently handled all the implementation of change process and management.
References:
Ahmed, I., 2020. Considerations and principles for conducting a participatory capacity and vulnerability analysis (PCVA) for disaster risk reduction and climate change adaptation. International Journal of Disaster Resilience in the Built Environment.
Berta-Ávila, M., Rivera, M., Ayala, J. and Cammarota, J., 2021. Living Praxes and Principles in PAR EntreMundos. In Liberatory Practices for Learning (pp. 19-45). Palgrave Macmillan, Cham.
Ellefson, K. and Eide, K., 2021. Utilizing Change Management Principles to Establish Organizational Infrastructure and Operations That Drive Salary Equity. In Closing the Gender Pay Gap in Medicine (pp. 49-61). Springer, Cham.
Gaitán‐Espitia, J.D. and Hobday, A.J., 2021. Evolutionary principles and genetic considerations for guiding conservation interventions under climate change. Global Change Biology, 27(3), pp.475-488.
Gaitán‐Espitia, J.D. and Hobday, A.J., 2021. Evolutionary principles and genetic considerations for guiding conservation interventions under climate change. Global Change Biology, 27(3), pp.475-488.
Hu, H., 2021. Principles of Chinese Management. Springer Nature.
Hughes, S., 2020. Principles, drivers, and policy tools for just climate change adaptation in legacy cities. Environmental Science & Policy, 111, pp.35-41.
Kang, L. and Chen, L., 2021. First-principles study of the liquid and amorphous phases of Sb2Te phase change memory material. Journal of Physics: Condensed Matter.
Mathar, D. and Gaur, M., 2020. Change Management: Identifying Change Agents Using Social Network Analysis in an ERP Implementation. International Journal of Computer Engineering & Technology (IJCET).
von Thiele Schwarz, U., Nielsen, K., Edwards, K., Hasson, H., Ipsen, C., Savage, C., Simonsen Abildgaard, J., Richter, A., Lornudd, C., Mazzocato, P. and Reed, J.E., 2020. How to design, implement and evaluate organizational interventions for maximum impact: The Sigtuna Principles. European Journal of Work and Organizational Psychology, pp.1-13.
Іhnatenko, M., Marmul, L., Petrenko, V., Karnaushenko, A. and Levaieva, L., 2020. Innovative tools in the methodology and teaching of the basic principles of enterprise management.
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