Please contact lmcteam@lmcuk.com if you have any questions, we would love to hear your thoughts

1. london management centre®
www.lmcuk.com®
®
lmc
®
Basic introduction to
Management of Change
2nd November 2016

2. london management centre®
www.lmcuk.com®
®
lmc
®
Managing Change
It has to be appreciated that a great deal of
change creates uncertainty, instability and
chaos for organisations.
It is disruptive and confusing for employees,
who feel insecure and threatened by it.

3. london management centre®
www.lmcuk.com®
®
lmc
®
Managing Change
Ineffective leadership and management
of change will lead to poor morale, a loss
of commitment, and creates the conditions
for conflict to emerge.

4. london management centre®
www.lmcuk.com®
®
lmc
®
Triggers for Change
Change can be initiated internally by
managers who wish to introduce new ideas
to improve current systems, or processes or
it can be imposed by specific changes to
policies and procedures, or indirectly
through external pressures.

5. london management centre®
www.lmcuk.com®
®
lmc
®
Internal Triggers
• New goals and strategy
• New product and design innovations
• Poor performance and efficiency leading
to restructuring and new processes
• Changing personnel, especially at the
top
• Need for new knowledge and skills
leading to training programmes.

6. london management centre®
www.lmcuk.com®
®
lmc
®
The Change Management
Process
• Change is essentially a process of transition. It is
moving from an existing situation or state to a
new situation.
• Probably the most famous of all the change
models depicting this process of transition is
Lewin’s.
• The majority of the approaches to change are
based on the Lewinian model. It consists of three
stages (see Figure 1):

7. london management centre®
www.lmcuk.com®
®
lmc
®
The Transition Model
Unfreezing
Figure 1
Changing
Freezing

8. london management centre®
www.lmcuk.com®
®
lmc
®
The Transition Model
• Unfreezing the existing situation: The
need to alter the present condition of
stability or equilibrium in the
organisation that supports existing
attitudes and behaviours.
• This often means disconcerting the
organisation by making it feel it must
change if it is to survive.

9. london management centre®
www.lmcuk.com®
®
lmc
®
The Transition Model
• Moving or Changing: The organisation
implements actions to move it to a new
position or state.
• This often requires the services of a
change agent, i.e. somebody who has the
skills and expertise to manage change.

10. london management centre®
www.lmcuk.com®
®
lmc
®
The Transition Model
• Freezing: The new state is stabilised and
consolidated by introducing values,
policies, rules, procedures, new
behaviours etc.

11. london management centre®
www.lmcuk.com®
®
lmc
®
Anticipating Reactions
• Change will always meet with some
resistance. You can, however, pre-empt
resistance to a large extent by anticipating
and understanding people’s reservations.
• Take steps to accommodate some
objections in your plans for change, and
gather evidence to counter others.

12. london management centre®
www.lmcuk.com®
®
lmc
®
Anticipating Reactions
• Try to see change from other peoples
point of view and anticipate their fears.
– Will they feel inadequately informed?
– Will they fear workload increases, loss of
control, loss of status, or loss of jobs?
• Allow time for these reactions to take
their course, and plan presentation and
concessions accordingly.

13. london management centre®
www.lmcuk.com®
®
lmc
®
More to follow
• Times have changed and people have
developed more strategies and tactics
since Lewin but the basic premise has its
origin from these 3 stages.
If followed it still works!
• Please contact lmcteam@lmcuk.com if
you have any questions, we would love to
hear your thoughts 