CHANGE MANAGEMENT

Insufficient Communication during the Process of Organizational Change

Lead Inevitably to Reaction to This Organizational Change

I . Introduction

According to Weiss (1972 , theories of change are the contributory courses of actions during which change comes about as an outcome of a program 's strategies and action . Theory of change relates to how practitioners believe organizational systemic change occurs and how their actions will generate the desired outcomes

Major organizational change may result from implementation of new intervention . These interventions may transform the constituents of an organization , however , few attempts have

been made to be familiar with and compare and contrast the array of theories of change that shape these interventions . Sometimes , there are instances when a company introduces a new organizational change through introduction of new system

But how can an efficient system fail ? This happens when those on the technical or business teams of the organization addressed the changes that would take place in the organization as a result of the system Many times , insufficient communication during the process of organizational change result to reaction to this change . This insufficient communication becomes a barrier in the successful implementation of the organizational change , as lengthily discuss in the by Davenport , et al (1998 ) and Ming (2002 . Hence , this will critically analyze insufficient communication during the process of organizational change which can lead inevitably to reaction to this organizational change

II . Models

Kurt Lewin 's force field analysis model ' stresses attaining organizational effectiveness to comprehend change in the organization Force field analysis suggests that an organization is characteristically in a condition of equilibrium . Two powers keep organizational steadiness . They are the driving forces and restraining forces

That driving forces are the constituents of the organization which sustain a organizational change . These driving forces are the stimulus , authority , control or force behind the organizational change Keeping the organization a state of balance and stability are the restraining forces . When these forces are equivalent , the organization will stay still . Change occurs whenever one of the two forces becomes more powerful than the other . That is the time when there will no balance or symmetry . Whenever change happen in an organization , that organization reverts to a most recent state of equilibrium that reflects the favored change

Kurt Lewin 's force field analysis model forecasts that an intervention which reinforces the driving forces or deteriorates the restraining forces will result in the change . Intervention tactics vary from one author to another author . However , these strategies have similar components . The fundamental components of a formula-based organizational change tactic are deciding the need to change , development of a vision , accord developing , detect obstacles to execution , walk the talk , generating a general change tactic and execution and assessment

The Lewin /Schein 's Change Theory which is the Unfreezing-Change-Freezing Approach to Change is a three-stage model that is originally theorized by Kurt Lewin , and was later stretched by Edgar Schein (1995 . Kurt Lewin theorized a three-stage unfreezing-change-refreeze model of change that requires prior learning to...