What is Planned Change? Exploring Theories, Effects and Different Types

Explanation

The most successful companies understand that change is an inevitable part of business and are able to adapt quickly. However, not all change can be predicted or planned for in advance. In some instances, organizations must be able to respond to unexpected situations and adjust on the fly.

It is important to differentiate between planning for change and planning for innovation. While change can be incremental, innovation requires a more radical transformation.

Theories of planned change

There are three significant organizational change or planned change theories used to help the organizational members manage the change.

1. Lewin’s change model

Lewin’s model is the basis for comprehending organizational change. It was developed by Kurth Lewin and had three steps in it.

Enhancing the driving forces for change, reducing the restraining forces that impede change, and finally, solidifying the new changes to make them stick. By adopting this model, organizations can effectively manage change while minimizing resistance and tension within the workplace.

The first step in the change management process is unfreezing. This involves identifying and addressing the factors that are keeping the organization's current behavior in place. The goal is to thaw the existing state and create a more receptive environment for change.

Unfreezing is sometimes accomplished by the causes of psychological disconfirmation.

2. Moving

When an organization moves, it disrupts the current patterns of behavior within departments or individuals. This disruption opens up opportunities to create new attitudes and values, leading to relevant changes in the organization.

The third step in the change process is known as refreezing. During this stage, the organization's equilibrium is stabilized through the use of supportive mechanisms and procedures. These tools are employed to solidify the new state of the organization, ensuring that it remains in place and continues to operate effectively.

These are the forces that gradually become the regular forces, and the cycle continues.

2. Action Research Model

The cycle of planned change is central to the action research model. Through initial research on the organization, valuable information is gathered to inform subsequent actions. The results of these actions are then evaluated to provide further guidance. The ultimate goal of action research is to aid companies in successfully implementing planned changes while also generating broader knowledge that can be shared with other organizations.

The original purpose of action research was to both bring about change and generate knowledge, but it has since evolved and is now primarily used to facilitate planned changes.

3. Contemporary approaches to change

The modern methods for implementing change are based on the action research model, with a greater emphasis on member involvement in the process. This involves educating members of the organization about their company and the necessary changes required to successfully implement the planned changes.

Steps in planned change

Once an organization is committed to planned change, it should create a logical and stepwise approach to reach those objectives.

1. Identification of the need

Senior management is responsible for recognizing the need for change, which typically occurs at a higher level within the organization. This recognition may stem from internal or external factors, and senior management is responsible for determining the necessary course of action.

Define the goals of change before initiating the planned change. Assess the potential threats and opportunities, and identify the specific changes needed for the product, culture, and other relevant areas.

Specific goals should be designed for them.

3. Change agent

The individual known as the change agent is responsible for initiating and implementing organizational changes. This role can be filled by an internal or external person. It is crucial for the change agent to identify areas within the organization that require improvement, whether it be a product, cultural shift, or other aspects.

To be effective, the change agent must be receptive to suggestions and ideas, and actively encourage the implementation of these changes in daily operations.

Analyze the Current Situation

To prepare for change, the selected change agent must first analyze the current situation of the organization. This involves gathering data that will assist existing employees in understanding the current state of affairs. The purpose of this step is solely to aid in the preparation process.

that best suits the organization's culture and resources. This will ensure a smooth transition to the new system without disrupting daily operations. Additionally, involve key stakeholders in the decision-making process to gain buy-in and support for the change.

After analyzing and evaluating the current method, various alternative implementation methods are proposed. Once all queries are resolved, the most suitable plan is selected for implementation.

To ensure they are committed to the change, managers visit organizations that have successfully implemented new ideas, engage with individuals who have diverse perspectives and ideas, and take necessary measures to maintain their motivation as they are the driving force behind the change in their respective teams.

Creating a strategic plan is the focus of this step. It involves identifying the objectives, determining the necessary actions to achieve them, and outlining the resources required. The plan serves as a roadmap, guiding the organization towards success by providing a clear direction.

should be carried out in a phased manner to ensure smooth transition and avoid disruption of ongoing operations. This requires careful planning and coordination between different departments and individuals involved. Each department or person should be aware of their role and responsibilities in achieving the overall objectives of the change process. Regular monitoring and evaluation of progress should be conducted to identify any issues or challenges and address them in a timely manner. Successful implementation of the plan requires commitment, collaboration, and effective communication among all stakeholders.

Managers must ensure that the change initiative remains exciting for employees by providing them with the necessary resources to overcome any challenges that may arise during implementation. Despite the possibility of multiple plans and rejection of some, once all queries are addressed, the chosen plan is implemented. However, the daily issues that employees encounter can dampen their enthusiasm for the change.

of the change is also important to ensure that it is successful and sustainable in the long term.

The objectives established prior to the commencement of the transformation are evaluated against the outcomes achieved. Any alterations required to attain the intended results are made during the execution phase of the change process. It is crucial to conduct a follow-up assessment to confirm the attainment of the desired outcomes since successful implementation of the proposed change is anticipated.

Effects on Different stages of change

Change leaders play a critical role in driving organizational change. To ensure successful implementation, organizations may hire both internal and external change leaders, each with their own unique abilities and expertise. These leaders have distinct impacts on the various stages of the change process.

Internal change leaders have an advantage in the entering stage as they already have access to clients and do not need to spend time establishing relationships with them.

Internal change leaders have an advantage in that they possess direct access to crucial information about the company's organizational goals and associated challenges. This not only saves them valuable time, but allows for a smoother and more efficient functioning overall. In contrast, external change leaders may face delays as they spend time obtaining necessary information and data about the company.

At the contracting stage, internal change leaders have the advantage of being familiar with the organization and its policies. This means that internal contracts and expenses are already taken care of, freeing up their time and energy to focus on other aspects of the change process.

is critical for external leaders to understand the organization's culture, values, and history to effectively implement change. It is important for them to establish relationships with key stakeholders and listen to their perspectives to gain insight into the organization's strengths and weaknesses. This information will help them develop a change strategy that is aligned with the organization's goals and values.

External change leaders, while they may need to invest more time in building relationships within the organization, have the advantage of higher status compared to internal change leaders. This allows them to investigate pressing issues with greater objectivity, and provide more valuable assessments to company leaders.

During the intervention stage, it is crucial for both internal and external change leaders to make informed decisions based on reliable information. While the internal change leader may be more hesitant due to their strong ties with the company, it is important for them to prioritize the success of the change initiative.

of change management is crucial in determining the success of the change initiative. This involves assessing the outcomes of the change, identifying what worked and what didn't, and using that information to make necessary adjustments for future changes. It is important for leaders to involve all stakeholders in the evaluation process to ensure that everyone's perspective is considered and the change is sustainable in the long run.

Internal change leaders have the advantage of being present during the implementation of the change, enabling them to make necessary adjustments as the process unfolds. Conversely, external change leaders lack this advantage since they are not physically present within the organization and cannot monitor the long-term outcomes of the change as closely as internal employees can.

In conclusion, effective implementation of planned change is crucial for the success of any organization. It is important to approach this process with a well-defined strategy and a clear understanding of the organization's goals and objectives. While the specific steps involved may vary depending on the industry and the nature of the change, it is essential for organizations to be proactive and prepared for change in order to remain competitive and adapt to evolving market conditions.