Unit 1.1        Essay Preview

Look at this examination question about change management. The student has structured their answer well, but some of the words here don’t fit in with the academic style of the rest. First of all, think for yourself of a more academic way of saying it - then, you can double-click on the words to find a more academic word from the generator. 

What is the main role of management during a process of change? Evaluate one model of change management, describing its strengths and limitations.

The process of change, whether at an individual, organisational or societal level, is both a big opportunity and a sizeable threat. It’s the role of management to maximise the sense of opportunity among the employees while minimising real or imagined threats to their security or well-being.  

Change management has frequently been analysed within a psychological way of looking at things. One influential model developed by Kurt Lewin viewed change as made up of three distinct periods. During the first of these, which he calls ‘unfreezing’, there needs to be considerable energy in order to overcome defenses. This gives way to the second stage – the change itself – which is often a confusing time for all the participants. Finally, the third phase brings about a new set of attitudes. This ‘refreezing’ stage is characterised by increased comfort.

The strength of this model is that the underlying concept of change is not a single fixed thing but a dynamic process – it means different things at different stages. This is important for managers, as they will need to recognise the different stages and adjust their strategies accordingly.  

However, the model has two major weaknesses: one internal, the other external. The model itself has been difficult for managers to implement because the limits of the three bits of the model have proved extremely difficult to recognise. The other weakness is that the model doesn’t cover the social aspects of change, which are a central concern for managers. For this reason, managers have sought to include the psychological insights provided by Kurt Lewin within a broader model of organisational change.  

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