Force, Educative, Rational Or Self-Interest Change Strategies

Change Strategies
Student’s Name
Institution
Change Strategies
Change is the only constant factor in an operational entity. The ability to adjust to changes in the system and the environment determines its effects on a company (Worren et al. 1999). Change may be induced by change agents or may be impulsive; unexpected. Induced change is intentionally executed to polish a part or whole of a department/ organization. The automatic switch may also be manipulated to maximize the company’s profits. Organizational change may also be radical or incremental. A drastic change is massive and touches all vitalities in an entity. It could be induced by substitution of ownership, insertion of new management or lousy system failure. Incremental change results uptake of further procedural steps, the introduction of new merchandises, and the incorporation of recent technologies into the company’s operational techniques. The ability to embrace incremental change brightens the organization’s productivity, more often maximizing its profits. This paper seeks to examine common change management strategies, including force change approach, educative change tactic, and rational/ self-interest strategy.
People are subjective; they tend to respond to change as directed by the authority. The management, in force change strategy, utilizes rewards and sanctions to impose change management within the company (Worren et al. 1999). Change management requires proper inspection of the system and events. The administration should avoid quick resolutions to handle organizational changes efficaciously.
Application of procedural techniques often boosts an entity’s ability to embrace change. Kurt Lewin, a psychologist, suggests a three-step procedure for implementing variation management. He states that unfreezing, changing, and freezing promote an all-encompassing change embrace. He backs his suggestion with the boiled frog model. Dropping a frog directly into boiling water prompts the frog to jump out with immediate effect. However, placing the frog in cold water and heating the water to cook will eventually kill the frog. This act is attributed to the fact that the frog gets too comfortable in the seemingly warming conditions thus relenting leaping out as in the previous instance. The unfreezing step is essential since they factor in individuals’ comfort, which sometimes equates the change to pre-dominant conditions. The changing stage involves the integration of the alterations, for instance, the installing a new CEO, introducing new technology, assigning additional roles or changing the organization’s structure. Refreezing is necessary to maintain the momentum of the change so as the prevent abandonment at later stages. Forced change strategy requires visionary leaders (Johnson, 1992), who use their authority to handle prevailing changes to the benefit of the company.
Human beings are social beings. The...