One more thing that needs to be said is that successful organizational change unfortunately is very difficult to achieve. …show more content…
Speaking about planned model to change, it’s necessary to mention about Lewin’s model of change (1947a) that includes three steps. They are unfreezing, moving and refreezing (Lewin, 1947a). When organization is preparing to make the planned change, at first, all the ways have to be thought over, after that organization has to choose the best way to achieve the targets and put the best way into the action. If something unpredictable happens, react fast and come back to the chosen plan. Planned change model depends a lot on stable …show more content…
& Hoffman D., 1997). They are:
• anticipated change which includes some plan elements – what organization intend and want;
• emergent change – what occurs along the way. Organization didn’t plan something but that was happened;
• opportunity-based change – how organization use what occurs. Something was happened on the way, and organization use it actually to bring change in the different direction, finally organization is becoming more efficient.
An Improvisational model of change (Orlikowski W. & Hoffman D., 1997):
Describing improvisational change process, it can be said that organization has a target, but the way to reach this target is unpredictable because organization is always adapting to changes situations. The head of the organization expects always something will be happen. As a result, the head of the organization is always open and ready to change fast. In this model the act first and then only thinking why this action has been done.
So to say it briefly:
• Planned change has its limits;
• Turbulent environment requires improvisation;
• Actual change is always anticipated, emergent and opportunity