Process of Planned Change

 

Planner change follows a general process outlined below. The process has six steps, each of which requires different types of resources and leadership skills.

 

The first step in the process mirrors the unfreezing phase of Lewin’s model. Leaders and followers must become aware of the need for change and recognize its importance to the organization’s effectiveness or survival. There may be a performance gap, or employee dissatisfaction, or external pressure from customers or competitors.

 

The second step involves developing alternatives and ideas for change. This step can be done by organizational leaders at different levels, through small groups or teams, or even with participation of outsiders. Any process that encourages participation and input from those who are affected most by the change is likely to facilitate the implementation process. For example, most municipalities systematically gather input from the public about projects such as parks, freeways or other developments.

 

The next two steps are adoption of ideas and implementation of the change plan. These two steps mirror Lewin’s change phases.

The fifth step is allocation of resources to support the change. Leaders have to either allocate new resources or shift current resources to help implement change and “freeze” the change.

 

Finally, the last step in the process is evaluation of the change process and its outcomes. The process of planned change is a continuous and dynamic loop. After change is implemented, the organization must review and evaluate its effectiveness and assess whether the objectives are met.