Organisational readiness
An old way of understanding organisational change is through the three steps of unfreezing-moving-refreezing (Lewin, 1947). Organisational readiness then refers to the step of unfreezing where the need for change is realized and mechanisms, such as commination or culture and support of the adoption of change are ensured. The moving phase then refers to the actual changes and refreezing refers to the process of stabilizing these changes (Lewin, 1947). Readiness needs to be established to ensure that the organisation is in fact capable of a successful change, because if not ready the changes might be a shock for the organisation (Valoka, 2013).
To understand organisational readiness, Weiner (2009) proposed a theory …show more content…
The perception of organisational change can be seen as a continuum from high perceived organisational readiness for change (viewing the organisation as capable of successfully undertaking change) to low perceived organisational readiness for change (viewing the organisation as not ready to be engaged in such changes) (Valoka, …show more content…
This should be included when discussing the outcome of the changes because factors that have been associated with resistance towards organisational change are similar to those that promote readiness for change; employees’ job satisfaction, organisational commitment and intention to leave the organisation (Oreg, 2006). Should employees be low on change readiness the risk is that they will resist the change process in different possible ways. Hirschman (1970) explains how individuals might choose to either exit (leave the organisation) or voice (attempt to fix their concerns through communication) when experiencing any kind of dissatisfaction. He describes exit and voice as working as a seesaw where loyalty to the organisation determines which option will be used. That is, the more loyal to the organisation an individual is, more likely the voice option will be used while the likelihood of the exit option to be used will
An old way of understanding organisational change is through the three steps of unfreezing-moving-refreezing (Lewin, 1947). Organisational readiness then refers to the step of unfreezing where the need for change is realized and mechanisms, such as commination or culture and support of the adoption of change are ensured. The moving phase then refers to the actual changes and refreezing refers to the process of stabilizing these changes (Lewin, 1947). Readiness needs to be established to ensure that the organisation is in fact capable of a successful change, because if not ready the changes might be a shock for the organisation (Valoka, 2013).
To understand organisational readiness, Weiner (2009) proposed a theory …show more content…
The perception of organisational change can be seen as a continuum from high perceived organisational readiness for change (viewing the organisation as capable of successfully undertaking change) to low perceived organisational readiness for change (viewing the organisation as not ready to be engaged in such changes) (Valoka, …show more content…
This should be included when discussing the outcome of the changes because factors that have been associated with resistance towards organisational change are similar to those that promote readiness for change; employees’ job satisfaction, organisational commitment and intention to leave the organisation (Oreg, 2006). Should employees be low on change readiness the risk is that they will resist the change process in different possible ways. Hirschman (1970) explains how individuals might choose to either exit (leave the organisation) or voice (attempt to fix their concerns through communication) when experiencing any kind of dissatisfaction. He describes exit and voice as working as a seesaw where loyalty to the organisation determines which option will be used. That is, the more loyal to the organisation an individual is, more likely the voice option will be used while the likelihood of the exit option to be used will