cameron and green making-sense-of-change-management

RestructuringThis leads to the following assumptions about organizational change:• The organization can be changed to an agreed end state by those inpositions of authority.• There will be resistance, and this needs to be managed.Change can be executed well if it is well planned and well controlled.Within this metaphor we could perhaps draw on Kurt Lewin’s three-stepprocess of organizational change. The first step involves unfreezing thecurrent state of affairs. This means defining the current state, surfacingthe driving and resisting forces and picturing a desired end state. Thesecond step is about moving to a new state through participation andinvolvement. The third step focuses on refreezing and stabilizing the newstate of affairs by setting policy, rewarding success and establishing newstandards. Clearly an organizational restructuring process could followthis model. There is a current state that needs unfreezing and a perceivedend state that is required. The main focus therefore is the need to ensurethat movement between the former to the latter state is as smooth andquick as necessary.UnfreezeTake actionMake changesInvolve peopleExamine statusquoIncrease drivingforces for changeDecrease resistingforces againstchangeMoveMake changepermanentEstablish new wayof thingsReward desiredoutcomesRefreezeFigure 5.1 Lewin's three-step modelSource: Lewin (1951)191