People Skills: Change Management Tools--Lewin's Change Model

Levasseur, Robert E.

doi:10.1287/inte.31.5.71.9674

Cited by 36 publications

(35 citation statements)

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“…Little's approach to model building promotes active interaction between the model builders and the managers who will use the models in both the development and application of the model (Little 2004(Little , p. 1843. Kurt Lewin, one of the founders of OD, developed a classic three-stage change model-unfreeze, move, refreeze (Lewin 1958, Levasseur 2001. Examining Little's criteria for building effective DSS models in light of Lewin's change model suggests why engaging users in the model-building process in the manner prescribed by Little works so well.…”

Section: Why It Workmentioning

confidence: 99%

People Skills: Building Analytics Decision Models That Managers Use—A Change Management Perspective

Levasseur

2015

Interfaces

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This is another in a series of articles about some of the most effective models, methods, and processes of organization development (OD), also known as change management, a discipline that offers much to professionals intent on solving real-world problems. Because it is based on a systemic view of organizations, OD includes the whole universe of fuzzy people issues that increasingly determine the success or failure of efforts to implement otherwise flawless technical solutions. This article examines the increasingly important issue of how to develop prescriptive analytical models, particularly decision support models, that managers will use; suggests that classic operations research and management science model-building principles developed by John Little in the 1960s and 1970s are still applicable today; and examines why they work, based on fundamental principles of OD/change management developed by Kurt Lewin.

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Section: Why It Workmentioning

confidence: 99%

People Skills: Building Analytics Decision Models That Managers Use—A Change Management Perspective

Levasseur

2015

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“…While undertaking any change in an organisation, three steps of unfreezing, moving, and refreezing are necessary as proposed in the Lewin's theory of Change management (Levasseur, 2001).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Switching from Post-paid to Pre-paid Models: Customer Perception and the Organisational Role in Managing the Change: A Case Study of Botswana Power Corporation

Mburu¹,

Sathyamoorthi²

2014

jmr

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This case study examined the perceptions of the consumers after the switch over from post-paid to prepaid electricity billing model by Botswana Power Corporation and at different parameters that measure the satisfaction of customers on the utility service provided by service providers. The study also focused on customer perception on how the Botswana Power Corporation managed the change with a view to see whether the overall satisfaction had increased or decreased. A non-probability type of sampling was used and questionnaires were used as data collection instrument. The findings indicate that the customers have embraced the prepaid billing system and that they have recognized the benefits of conversion to the prepaid model. The positive perception on the prepaid system requires that the Botswana Power Corporation should make certain that quality service, better network, and regular check on the meters are carried out to ensure that the positive perception is maintained at the highest level. It is also recommended that in future, consumers are consulted and changes communicated to them in good time to address any possible negative perception about the change. Such a move will also ensure easy customer buying-in to the changes.

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“…What might qualify as a BAP? The answer is Kurt Lewin's three-stage change model of unfreezing, movement, and refreezing (Levasseur 2001, Schein 1999. Transformational leaders frequently use this simple and elegant model-in its original, three-stage form, or in a modified form with each basic stage expanded to include several substages (Bradford andCohen 1998, Kotter 1996)-in their OD and change management work.…”

Section: A Change Management Processmentioning

confidence: 99%

People Skills: Implementing Strategic Goals—A Change Management Perspective

Levasseur

2009

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This is another in a series of articles about some of the most effective models, methods, and processes of organization development (OD), also known as change management, a discipline that offers much to the OR/MS practitioner who is determined to help clients solve real-world problems. Because it is based on a systemic view of organizations, OD includes the whole universe of fuzzy people issues that increasingly determine the success or failure of efforts to implement otherwise flawless technical solutions. This article examines several options that the Institute for Operations Research and the Management Sciences (INFORMS) has for engaging the OR/MS community in the accomplishment of the organization's strategic objectives, called big audacious goals, as set forth by the INFORMS Strategic Planning Committee.

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People Skills: Change Management Tools--Lewin's Change Model

Cited by 36 publications

References 1 publication

People Skills: Building Analytics Decision Models That Managers Use—A Change Management Perspective

People Skills: Building Analytics Decision Models That Managers Use—A Change Management Perspective

Switching from Post-paid to Pre-paid Models: Customer Perception and the Organisational Role in Managing the Change: A Case Study of Botswana Power Corporation

People Skills: Implementing Strategic Goals—A Change Management Perspective

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