Change Leadership Part 4

Re-Balancing The Equilibrium
Lewin argues that the most appropriate way to support the re-balancing the equilibrium is to:

• Strengthen the Driving Forces
  Make sure that the argument or the case that you present as a change leader is valid and backed up with facts
• Weaken the Restraining Forces
  Creating trust will help soften the change.  

Often, it is a combination of both styles that will need to be employed to introduce change. Remember, people tend to resist change when it is forced upon them. 

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Change Leadership Part 3

Unfreezing

As a change leader, it is your task to help unfreeze or unlock the situation. This will allow the organization to look differently at itself and recognize the need for change. 

Tactics include:

• Emphasize costs of not changing
• Communicate the plan
• Identify what will not change
• Identify the level of effort expected
• Walk your talk
• Modify Reward Mechanisms

Transition (Moving)

By unfreezing a situation, it is now possible to create the transition. This will allow the organization to move towards the change or target state.

  

Tactics include:

• Communicate, Communicate, Communicate
• Encourage overt resistance
• Focus attention on achieving the change
• Reward supporters, encourage resistors
• Create and Celebrate small victories

Re-freezing Tactics
Once the goal state has been reached, Lewin argues that it is necessary to ‘refreeze’ to ensure stability. It is important to note that this does not preclude the organization from changing again. Instead, the organization will begin the cycle again (Unfreeze, Transition, Refreeze) if needed.

Tactics include:

• Acknowledge costs and problems
• Reward champions
• Create new victories

Until next time...

 




Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Change Leadership Part 2

Re-Balancing The Equilibrium

One of the most influential theories of change within organizations was proposed by Kurt Lewin. In his theory, Lewin describes change as the need of the organization to reach equilibrium or stability and that both driving and restraining forces are always at play to disturb this state of equilibrium.

Driving Forces
What are the main forces driving the change?  (For example, the need for more sales or profits.)

Restraining Forces
What are the main forces that could stop the change from happening? (For example, no funds for Marketing)
  
As the simple examples above highlight, balancing the equilibrium is a challenging task that requires strong change leadership skills.

Kurt Lewin proposed that  re-balancing the equilibrium requires the following three distinct steps:  

• Unfreezing
• Changing (Moving)
• Refreezing
  

Until next time...

 
     

 

Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/

Change Leadership Part 1

Too often, organizations can rush into change without really considering the need for change and in their eagerness to pursue a change initiative, they chase the wrong end state and ultimately waste valuable resources – often the goal of the project in the first place.

A great challenge in leading change is first recognizing that there is a need to change. We need to determine where we are now and where we want to be.  

The questions below will guide you in your analysis of your organization’s need to change:

Internal

• How can we change the way we do things?
• How can we save money?
• How can make more money?  

External

• What market conditions prevail?
• How can we enter new markets or maintain our existing position?
• Who are our main competitors?

Until next time...






Sheryl Tuchman, SPHR, SHRM-SCP
http://tools2succeed.com/