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Critical Analysis of Systemic Transformation of Change Theories


Any firm looking for a sluggish rate of transition in today’s fast-changing world would definitely be profoundly disappointed. Every day the environment shifts: people change, consumer trends change, technology changes and the economy changes. The world is evolving. Companies who refuse to consider transition will quickly become fossils – unable to survive in traditional trading conditions. According to the Business Partner Journal, the value of transformation in business settings encourages workers to gain new insights, seek new possibilities and create in ways that eventually support the company through new concepts and improved engagement. The planning of these improvements allows workers to evaluate the resources and instruction they need to develop new skills. Training can be done through conventional settings in classes or, progressively, online learning possibilities. For both firms, change is necessary as companies will lose their competitive advantage without change and struggle to fulfil consumers’ ever changing demands. Without any reform, the company executives will also dictate letters to the assistants, edit their speeches and return them to the drawing board. According to Forbes, improvements arising from the use of emerging innovations are typical in most organizations. Although the transition may at first be disruptive, ultimate efficiency and service delivery continue to improve. Technology has influenced our contact. Company owners no longer call a rotary phone, get an activated signal, and keep trying until they get through. Time and again. Businesses no longer have to contact individuals laboriously, individually, to find out about someone who might be valuable tools. Today, it is easy to search online for experts via web pages or via social media pages.

Today, the booming technology of connectivity reflects changes that enable companies to learn more now than ever. (Stouten, 2018)

The economy can have a positive and detrimental effect on companies and can be overwhelming. A growing economy and growing demand for services and goods would require businesses to explore growth, with the inclusion of jobs and new facilities necessary. These developments give employers opportunities but also fresh obstacles. A poor economy will cause even more challenges when businesses continue to make hard choices that can affect wages and pensions and even risk their employment. For companies that wish to retain good identities and strong ties with consumers and Valeant individuals, the capacity to handle all ends of the continuum is vital. Importantly, businesses must make a decent job of measuring the abilities of workers and then take action to resolve the differences in existing skills and skills needed to address progress. (Denise, 2018)

Critical Analysis of Systemic Transformation of Change Theories

New team members are also useful because they will sometimes point out changes that may have been missed by those who were interested in the sector for a long time – some of the many advantages of transition. But even already current workers should be motivated to inquire if tasks are done in a manner that finds different ways of doing work quicker, cheaper and with better expectations of efficiency of service. The change must be a sustainable long-term enterprise. (David, 2018)

Content and Analysis

Forces that Lead to Change

Transform management needs good management with a sense about why operational adjustments take place. Members never plan, yet also encourage or communicate reform measures to superiors play this specific position. Shift management involves much with a clear strategy: for achieving progress, that essential psychological dimension for opposition towards transform ought must be tackled. Transform managing consists of a move and transformation between its present condition of people, groups or organizations towards a planned potential environment, which becomes the organizing mechanism designed to assist investors in each market climate and to implement the transition. Organizational change applies throughout certain contract control situations to a contract planning mechanism that officially implements but accepts improvements to a design. (Georgalis, 2014)

The company may encounter multiple types from outside powers:

Population. An operational shift of attitude may necessitate a shift in longitudinal research. Of example, Avon developed then developed the company alongside that woman & mom throughout her house with their predominant first lines employer through window makeup selling. Avon needed better shift directions but seek different strategies or put its goods into the reach of its clients as further people joined that workplace with 9 – 5 positions.

Personal. Modifying cultural movements will lead to improvements for organizations. Consumers become increasingly aware of the climate, a phenomenon that also driven quick foods chains and substitutes boxes containing cardboard for polystyrene. That household materials producers have adjusted consumer formulations to avoid chlorine among certain contaminants affecting that climate. Its perception of cigarettes, that risks of its items, has changed but several businesses have even begun to research e-cigarettes among certain drinks for remain in operation. Nicotine businesses. (Joanna, 2014)

Political. Constraints in policy also cause entities to adapt. That could become quite easy when changing workers’ maximum wages and as complicated through equal market laws, including limitations. Or example, after the Affordable Medical Insurance Law became introduced, organizations needed and adjust procedures or set into motion measures that ensure how they have health insurance to order to conform within their current legislation.

Technology.   Your VHS game always has? That Blockbuster creator would like everyone to do that. A organization could create and destroy technological changes. No matter how innovative methods are being applied across their sector, either they are implemented for medical healthcare with lasers, faster but healthier procedures, or whether they are applied to individual clients, or whether they avoid downloading clips for simpler, less accessible video platforms such with Netflix, companies should move to accept or bear that effects of digital innovation. (Nell, 2014)

Financial. Customers sacrificed much employment but reduced down investment throughout that 2008 financial crisis. Such financial declines provided a huge effect on corporations. Fired by lenders. On default, Industrial Engines or Chevy had sued. Sustainability was a gradual adjustment. Businesses including Lego, which throughout that period had stagnating U.S. revenues, exploited every chance of creating both European and Asian audiences. Netflix has recognized which households have reduced disposable leisure expenses but have increased existing services through 3 million customers throughout 2009 only have enjoyed at work. Throughout the middle of the upsurge in fuel costs, gas scrumming Range rovers was no more in hot demand, leaving company silently. (Muhammad, 2013)

Firms sometimes have inner shift powers that could almost always become connected with external forces; however, are relevant sufficient should take them individually into account. External improvement result of material through within that organization which are linked for each company’s inner operation. These may contain poor quality, poor morale, tension or fresh management. These may involve poor efficiency.

Clearly, any move which would make greater success easier in the enterprise should fix reduced productivity. If poor production produces shortfalls with poor efficiency, consumers criticize, but companies should adapt. Such powers for transition frequently reach beyond the reach within each organization, but they all have to become controlled beyond deviation, so whether any other organization succeeds. Over that last segment, they will analyze certain shifting powers to have some good sense about what they could handle their effects. (Hashim, 2013)

Change in Management – Different CEOs, including certain administrators, may have a considerable effect on organizational strategies but rather a community. The strong verdict about how should match well becomes important in recognizing potential threats involved when recruiting (as well as developing current top leadership.

Corporate Transformation – Companies which have to modify that current structures dramatically to accommodate the growth with additional functional operating divisions, different products ranges and continued growth. Modification of systems includes dissolution of constructs, connectivity and resettlement. Workers need to be educated on transition and its effect on any daily jobs.

Intrapreneurship – Innovative concepts emerge through both from within but outdoors that company, but may take certain external revision to capitalize with a good new concept. The redeployment for personnel, fresh employees, including knowledge development or modern marketing increasing involves incorporation for fresh concepts. (Samaratunge, 2014)

That effectiveness through organizational growth is measured by the institution’s ability to adapt but general efficient incorporation it into the current system of innovative concepts & techniques. Shift aversion is a key organizational challenge because most companies include some level with overall stagnation. Such complexities of empirical measurement of typically abstract fields were more confused (i.e., culture). The next step of the change process is a follow-up analysis. This is where you can step back from the whole initiative, assess achievements and weaknesses, and recognize process improvements for the next project. It is part of the continuing, continual progress of change process within the organization, which eventually contributes to a change of competence. (Gunhild, 2017)

Factors that Hinder Success

Research has found that the effectiveness of any transition relies on the workers of the company, primarily as its organizations are just advertising the change when the people are enforcing the change (Shah, 2016). Various research papers offer proof of the significant role “human factors” play in organizational transformation (Harder, 2015). The organization under review is contemplating a transition, and to a large degree, the task would be to handle the human element step of the project. There is also a need to reflect on the circumstances through which workers embrace organizational change and the factors within the organizational or eco-system setting that are representative of organizational performance towards and advocate for organizational change. Employees’ “dedication to change” has been described as the most widely studied concept that reflects employees’ perceptions of organizational change. In general, there have been 2 distinct operating groups which need to be merged into the joint venture, but their dedication to transition can be unique. In order to effect change plans, it is necessary to determine the engagement of individuals and organizations affected by the change. Provided that in the current case, the teams need to merge and establish cooperative partnerships to function successfully in the joint venture and the first massive job, it is essential to research the perceptions of the working group explicitly. The contribution to the reform of the two key institutional working groups affected by the change will be evaluated and discussed in this article. From the several aspects that have been shown to influence the willingness of workers to reform, the variables specific to this particular situation have been selected as theories to be evaluated on the basis of the literature and interviews performed with a few of the corporation’s key personnel. Good corporate identification has been established as a significant consideration for transactions and mergers. A post-direct uncertainty in ethnic identity has been seen to weaken institutionalized faith. Particularly after a more cohesive identification appears in the post-merger organization, confidence is not immediately recovered, particularly among all workers who formerly commonly correlated with one of the 2 merging organizations. (Karin, 2017)

Change Process

Lewin’s Three-Step Model

In our talk about styles of leadership, Kurt Lewin, the researcher turned psychologist, suggested effective organizational change in 3 components: unfreezing, action and refrigeration.

The state of balance can be broken in one of the three forms in the “dissipation” process. The motivating forces that separate themselves from the ruling class can indeed be increased. The constraint forces can be reduced, which prevent the current balance from moving. Or, administrators should make use of the two in combination. The next part of the model, the “movement,” is the actual transition. There is the introduction of new practices and policies. In the third level, the refrigeration processes enable and promote new habits and practices to become part of the routine work of employees. Coaching, preparation and a fitting award scheme lead to strengthening. Lewin’s change model has three principles: it underlines the value of understanding and promoting change. It understands the inevitability of institutional inertia. It concentrates on individuals as a source of progress and education. It emphasizes that new habits are required. (Laumann, 2017)

The employees exchange knowledge on projects, customer services, performance results and decision-making, multi-level information flow, business strategies, competitive environments, digital technology facilities, work processes, organizational change ideas, share experience and skills, share growth programmes to contribute to issues and operations. In the phase of change as workers participate, the information sharing process defines the knowledge form that creates the value of both the company. For employee goals that are derived as a leased or consulting service from several other companies from two external sources, or are used by internal networks to share information among employees with expertise, the required experts are defined. The expertise is codified and customized in the evolving phase of Lewin’s three-step model. The knowledge used by things mentioned in the codification period is processed, but the knowledge focuses on how to move it from human to human in the personalized phase. The codification with knowledge is referred to as explicit knowledge and can be easily transmitted and configured as tacit and untransferable knowledge. The following model illustrates the whole cycle of the change management process, using the three-stage model of Kurt Lewin. Changes must be made, but this does not happen immediately but simultaneously, and the existing state of the company must become a desired state. Event planning shall include a roadmap or route to efficient approach, for effective improvements, for events and particular activities. Different goals include integrated shift tasks, time orientation and the tasks are directly related to shifting objectives and mission of the firm. The framework for change management describes the vague guidance and structure for the method of change management. This includes change promotion tools, the new leadership structure, change advisors, organizational and political expertise for improving processes. (Ramanie, 2014)

Resistance to Change

At the end of the day, the transition is stressful, and people stop it since they want to resist the suffering, discomfort, anger and loss of trust that comes with that. Also, a positive transition, such as a raise, can be faced with tension as workers move with their own fresh and unexplored terrain. Also, small adjustments can take a special transitional phase, but huge changes can take a very long time to adapt. (Ying, 2014)

When people tend to work really well, it’s since they have developed values and continuity. Primary standards in a society can be challenging to alter when they include the identification of the group. Any improvement to them is certain to be opposed, as the people in the community will act to improve each other and maintain the group. If a group is accustomed to conducting democratic decision, and they are immediately told to use a decentralized decision-making method, they are likely to refuse, since it goes towards their tradition. Community solidarity can have an effect on the approval of the change. If a coherent group has been dissolved in favour of a specific sort of team organization, the willingness of the community to stay together can make them immune to change. But just as the solidarity community can work toward change, it can also operate for change. A coherent community that aims to bring about change will usually transcend the opposition of every particular participant to it. People are fighting reform because they understand the circumstances. The change involves acquiring new patterns and coping with new circumstances. Practising mindfulness coincides with the difficulty of becoming capable of learning these abilities. It is indeed simple to see why transition might sound threatening. Furthermore, if people fear like there would be economic instability or the possibility of transition, or if they do not trust administration, this might contribute to the resistance. (Lu, 2014)

The first technique that Martin Well will use is to connect to resolve resistance to the change. Education is fundamental — we know that already. But he will try to let the dialogue start with the staff. People like to be heard, and the ability to share their views will help ease their dissatisfaction with the situation. Moreover, the views, concerns and ideas of your staff can be incredibly useful in managing the project for progress. So at the least, it allows you to recognize the source of staff stubbornness. The next step he will take will be to resolving change resistance is to explain why what and how. Creating a social strategy that tells the workers what they want to do. Efficient sections for communication and target each audience with an emphasis on what the care and need to understand. Underscoring why they are benefiting from this move. Although change resistance is typically emotional, it may help to use some tough facts as an additional technique. See the details of your staff. This is an excellent way of demonstrating openness and change simultaneously. Emotions, including such anxiety and being threatened typically lead to resistance to improvement. In order to combat this, workers may do a variety of easy exercises to mimic the sense of transition. These drills, including folding the arms another way and switching or rebounding them to show firms that they “bounce back” are often enjoyable and unlike real change, they can be semi. This experience demonstrates that although changes can at first be painful, you become very quickly familiar with the new reality. (Kimberly, 2014)


Change in highly dynamic industry settings is important for organizations. Shift theories explain the success of organizations in modifying their policies, procedures and systems. The model of intervention analysis, the constructive model and the model of the transition of Lewin illustrate how the operational improvements are taking place. The three phases of Lewin’s model were investigated in this study: freezing, movement and refreezing. While this model offers basic measures, more detail should be considered in order for these steps to be applied to particular circumstances. This essay provides a critical analysis of various phases of systemic transformation of change theories. These aspects constitute the fields or elements of change management. Together with the change process, they are developing a change monitoring system. Successful project managers implement these elements efficiently to ensure the performance of the project, prevent loss of beloved workers and minimize the negative effects of the transition on efficiency and clients of the organization. In this crucial analysis, change management provides a constructive structure in various phases of the process for handling the organizational change. The theoretical and functional consequences of this analysis are described in this article. There is also discussion about the immunity of transition. (Sætren, 2017)

  • Stouten, Jeroen & Rousseau, Denise & Cremer, David. (, 2018). Successful Organizational Change: Integrating the Management Practice and Scholarly Literatures. Academy of Management Annals. 12. 10.5465/annals.2016.0095.
  • Georgalis, Joanna & Samaratunge, Ramanie & Kimberley, Nell & Lu, Ying. (, 2014). Change process characteristics and resistance to organizational change: The role of employee perceptions of justice. Australian Journal of Management. 40. 89-113. 10.1177/0312896214526212.
  • Hashim, Muhammad. (, 2013). Change Management. International Journal of Academic Research in Business and Social Sciences. 3. 10.6007/IJARBSS/v3-i7/92.
  • Sætren, Gunhild & Laumann, Karin. (, 2017). Organizational change management theories and safety – A critical review. Safety Science Monitor. 20. 1-10.

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