Organizational Change

Concord Bookshop Paper
HCS 587
Concord Bookshop Paper
Organizational change is not an easy task. It can be uncomfortable and very challenging. It is like driving in an inclement weather- heavy rain, slippery road, low-lying fog and other challenges- but the trip can be done; so is change. You come to realize you succeeded when you arrive at your destination.
This paper will present discussion of the different phases of organizational change. It will also include descriptions of some of the phases not completed at the Concord Bookshop that led to its failure to change.
Lewin’s Phases of Organizational Change
This is the phase wherein the current practice is taken down and moving away from the comfort zone. It involves stopping the so called “social habits” that encourage current forms of behavior and “creating a dis-satisfaction, disequilibrium, and discomfort with the status quo” (Spector, 2010). This is the motivating stage of the change process. It is the point of understanding whether or not change is necessary. This process requires the concerted effort among those who are involved to assess and identify the problem needing change. Simply telling or lecturing people about the need for change is ineffective; it will just increase resistance and will not motivate behavioral change (Spector, 2010). To be effective, individuals need to be involved, understand and accept the need for change to find new solutions. To gain greater leverage in behavioral change, leaders need to “first work on the contextual level” and secondly on the individual because no matter how much of an influence they have in changing those expectations and behaviors on the individual if those old stability persist to employ strong and appealing influence, those expectations and behaviors will not “endure” (Spector, 2010).
This is the period of moving from the old ways to the new ways. At this point, leaders create a sense of responsibility by re-defining...