Many theories of effective change management are available today and can be the basis for the HR function. Change management can be referred to as the process of handling the transition of companies, businesses, groups, projects, or individuals between different states or positions. Such theories are highly necessary, as, for many organisations and individuals, changes may be associated with stress, misunderstandings, anxiety, and confusion because the results of these changes may be unclear. Therefore, it is crucial to refer to the systems that can organise the process of transformation and eliminate related difficulties.
One of the major theories of effective change management is Lewin’s Change Management Model. According to this model, there are three stages an organisation should undergo to handle change effectively, including unfreeze, change, and refreeze, which can be implemented in the following way. The first stage implies that the company’s employees should understand the significance of change and stop resisting it. Managers should explain the benefits of a potential transition to staff members at this stage. Then, the change takes place, and HR staff should provide employees with support and reassurance. Finally, at the third stage, the company can become stable again, and it is crucial to help employees to implement the results of the transition in their operations appropriately. Such an approach can ensure that all employees feel comfortable and confident regarding changes. The effectiveness of the theory may be evaluated according to the outcomes of a transition and possible changes in employees’ dedication and loyalty.
Another major change management theory is McKinsey 7-S Model containing several stages for managing transitions within the organisation effectively. The steps included in the model are strategy, structure, systems, shared values, style, staff, and skills. Each of these stages refers to the elements the company should consider while implementing change; each of them is a significant part of a transition that should be acknowledged and cannot be avoided. For example, a firm should dedicate time to developing a clear strategy for change and a step-by-step plan of its implementation. This theory can be implemented as a guiding document company may refer to while considering making a transition. The effectiveness of the theory may be evaluated by analysing the results the organisation is able to achieve after implementing change.
It is necessary to add that the theory has both advantages and disadvantages. Its positive aspects are that it considers all significant parts of the transition process, offer direction, and incorporates emotional and practical components of change. Its negative aspects are that the model may be considered complex compared to other similar theories, and the stages are highly interdependent, which means that if the company does not succeed in one of them, the change may not be effective.
Finally, the third major change management theory addressed in this report is the one presented by Kotter. It can be considered one of the most adopted change management theories in the world, both from academic and practical perspectives. Kotter’s work involves eights stages, including increase urgency, build the team, get the vision correct, communicate, get things moving, focus on short-term goals, do not give up, and incorporate change. The names of the steps imply the actions the organisation’s authorities and managers should make to implement change effectively. For instance, at a certain point of the transition process, they should divide the company’s ultimate goal into smaller ones, making the primary objective more achievable and clear. The main benefit of Kotter’s model is that it provides step-by-step guidance for implementing change. The possible disadvantage is that the described process may take much time, while some organisations may have a limited time frame for transitioning.