Compare and contrast the models and, referencing this week’s lecture, discuss resistance, or how change could be embraced

The first change model is Lewin’s 3-step Model of Change. The three steps in this model are unfreezing, moving and then refreezing. This means that the first step is unfreezing, which means that employees are introduced to the imminent change that is about to occur. During this step, the old ways of doing things are pointed out if they are obsolete. The second step, which is moving, is when the changes begin to occur. The final step, refreezing, is when the changes that were implemented are cemented and have become the way things are now done.
The second change model is Lippitt, Watson, and Westley’s Change Model. In this model there are phases. The text lists the phases as: “Developing a need for change (Lewin’s unfreezing), Establishing a change relationship, Working toward change (moving), Generalizing and stabilizing change (refreezing), [and] Achieving a terminal relationship” (Bierema, 2014. sec. 2.4). It has similarities to Lewin’s 3-step Model of Change, it just breaks down the three steps into the five phases. For example, developing a need for change and establishing a change relationship could be seen as two phases that occur in the unfreezing step. Working toward change would be the moving step, and finally generalizing and stabilizing change as well as achieving a terminal relationship would be refreezing.
Change in any circumstance can lead to resistance. This week’s lecture touched on several examples as to why resistance can occur in regards to change. In my own experience, I found that trust, fear, and uncertainty are major catalysts for resistance to change. In both models discussed above, there is a period where those who will be undergoing the change have a period of time to adjust and accept the change, first in the unfreezing step of Lewin’s 3-step Model of change and the establishing a change relationship phase in Lippit, Watson, and Westley’s Change Model. I believe it is how well either of these two steps is handles, in regards to proper leadership abilities as well as the implementation of the change plan can lead to more employees embracing the change rather than resisting it. In addition, a well thought out timeline could also increase the likelihood of embracing change rather than resisting. A short timeline can fuel fear, or feelings of antitrust and uncertainty because it doesn’t allow a person to work through their feelings and thoughts regarding the change.
Bierema, L. (2014). An introduction to organizational development. San Diego, CA: Bridgepoint Education, Inc. https://content.ashford.edu/books/AUBUS370.14.1