Planned organisational change management

Abstract

Purpose The purpose of this paper is to identify the development of planned organisational change models (POCMs) since Lewin’s three-step model and to highlight key linkages between them. Design/methodology/approach A total of 13 commonly used POCMs were identified and connections with Lewin’s three-step framework and associated process attributes were made, reflecting the connections between these models and Lewin. Findings The findings show that first Lewin’s three-step model represents a framework for planned change; however, these steps could not be viewed in isolation of other interrelated processes, including action research, group dynamics, and force field analysis. These process steps underpin the iterative aspects of his model. Second, all 13 POCMs have clearly identified linkages to Lewin, suggesting that the ongoing development of POCMs is more of an exercise in developing ongoing procedural steps to support change within the existing framework of the three-step model. Research limitations/implications The authors recognise that the inclusion of additional POCMs would help strengthen linkages to Lewin. The findings from this paper refocus attention on the three-step model, suggesting its ongoing centrality in planned organisational change rather than it being dismissed as an historical approach from which more recently developed models have become more relevant. Practical implications This paper presents opportunities for organisational change management researchers to challenge their thinking with regard to the ongoing search for model refinement, and for practitioners in the design and structure of POCM. Originality/value An analysis of the ongoing relevance of Lewin and his linkage with modern POCMs assist in rationalising the broadening, and often confusing literature on change. This paper therefore not only contributes to filtering such literature, but also helps clarify the myriad of POCMs and their use.

Information Evolution and Organisations

“…Some of these mechanisms may be easier to implement or change than others, however, generally, change is hard, both in terms of implementing new technology [39] and changing the organisation [4,5]. One of the reasons for this is the effect of culture, which is an internal selection pressure, usually created as a by-product.…”

“…Organisations need to make changes, but as Lawrence says [46]: "One of the most baffling and recalcitrant of the problems which business executives face is employee resistance to change." Many authors have explored this topic [4,5], and the fundamental nature of change is well understood (if not so well practiced). Kotter [47] said: "Too many managers do not realise that transformation is a process."…”

“…Many different approaches to organisational change have been defined [4,5], but as the authors explain in [56], when considering different approaches: "The content of change management is reasonably correct." Therefore, we can use any well-established approach to understand the relationship with the ideas in this paper.…”

“…There are too many legacy systems, too much technical debt, and too many functional and business unit data silos to overcome." So, how can we relate ideas about organisations and how they change [4,5] to ideas about information processing and how it changes?…”

“…Many established organisational principles can be derived directly from information evolution.Information evolution provides an integrated framework for analysing organisations as information processing entities. The approach unites disparate ideas expressed in the literature [4,5] and addresses fundamental challenges that organisations face to ensure their longevity.The developed principles link directly to information connection models and the associated information measures. This opens the possibility of developing information evolution models of the effects of organisational silos and organisational change on information measures.…”