Change Management — Flashcards & Quiz

Q1: Explain Lewin's three-step change model.

Lewin's model: 1) Unfreeze — prepare the organisation for change by creating awareness of the need for change, challenging the status quo and reducing resistance. 2) Change (Transition) — implement the new processes, behaviours or systems; provide training and support; communicate constantly. 3) Refreeze — stabilise the new state, reinforce new behaviours, update policies and procedures, celebrate successes to embed the change into organisational culture.

Q2: Outline Kotter's 8-step change model.

1) Create urgency — show why change is needed now. 2) Form a powerful coalition — assemble a group with influence. 3) Create a vision for change — clear picture of the future. 4) Communicate the vision — share widely and repeatedly. 5) Empower action — remove obstacles and enable people. 6) Create short-term wins — visible improvements early. 7) Build on the change — maintain momentum. 8) Anchor in culture — embed into organisational DNA.

Q3: What are driving and restraining forces in change management?

Based on Lewin's Force Field Analysis: Driving forces push toward change — competitive pressure, new technology, customer demands, government regulation, declining performance, market opportunities. Restraining forces resist change — employee fear of job loss, organisational inertia, cost of change, lack of skills, cultural resistance, poor communication. Change occurs when driving forces exceed restraining forces. Managers can either strengthen drivers or weaken resistors.

Q4: Why do employees resist change and what strategies can managers use to overcome resistance?

Reasons for resistance: fear of job loss, loss of control, uncertainty about the future, comfort with the status quo, lack of trust in management, poor communication, bad timing, perceived loss of skills or status. Strategies to overcome: clear and honest communication, employee involvement in planning, education and training, support and counselling, negotiation and incentives, phased implementation, leading by example, celebrating early wins.

Q5: Explain the role of leadership in managing organisational change.

Effective change leaders: create and communicate a compelling vision, build trust and credibility, model desired behaviours, empower others to act, address resistance constructively, maintain momentum through setbacks, celebrate progress and embed change in culture. Leadership styles during change: transformational leadership (inspiring shared vision), adaptive leadership (adjusting approach to context) and servant leadership (supporting team needs).

Q1: Lewin's change model consists of four stages: unfreeze, change, evaluate and refreeze.

Answer: FALSE

Lewin's model has THREE stages: Unfreeze, Change (Transition) and Refreeze. There is no separate "evaluate" stage — evaluation is part of the refreeze process.

Q2: Kotter's 8-step model emphasises the importance of creating a sense of urgency as the first step.

Answer: TRUE

Kotter's first step is "Create Urgency" — showing why change is needed NOW to overcome complacency and motivate action.

Q3: Driving forces in Lewin's Force Field Analysis are factors that resist change.

Answer: FALSE

Driving forces PUSH TOWARD change. RESTRAINING forces resist change. Change occurs when driving forces exceed restraining forces.