Peter Cheese, current CEO of CIPD asserts, ‘People professionals are a vital function in supporting businesses to adapt to rapidly changing circumstances’. explain two different models or theories to managing change

Peter Cheese, current CEO of CIPD asserts, ‘People professionals are a vital function in supporting businesses to adapt to rapidly changing circumstances’. explain two different models or theories to managing change. (ac 2.3)

Change management is a critical aspect of any  organisation’s ability to adapt and thrive in a dynamic environment. Here are two widely recognized models or theories for managing change:

1. Lewin’s Change Management Model: Developed by Kurt Lewin in the 1950s, this model simplifies the process into three key stages:
   • Unfreeze: This stage involves preparing the  organisation for change by understanding the current state and why change is necessary. It’s about overcoming inertia and dismantling the existing “status quo” before any new way of working can be accepted.
   • Change: At this stage, the  organisation begins to move towards the new desired state. This is often the most difficult and uncertain stage, where people start to learn and adopt new behaviors and ways of thinking.
   • Refreeze: After the change has been implemented, the  organisation needs to stabilize and solidify the new state by institutionalizing the changes into everyday work life. This helps to ensure that the changes are maintained over time.
2. McKinsey 7-S Framework: Developed in the 1980s by consultants at McKinsey & Company, this model focuses on seven internal elements of an  organisation that need to be aligned for successful change:
   • Strategy: The plan devised to build and maintain a competitive advantage over the competition.
   • Structure: The way the  organisation is arranged, including reporting lines and how team members are  organised.
   • Systems: The daily activities and procedures that staff members engage in to get the job done.
   • Shared Values: The core values of the company that are evidenced in the corporate culture and general work ethic.
   • Style: The style of leadership adopted.
   • Staff: The employees and their general capabilities.
   • Skills: The actual skills and competencies of the  organisation’s employees.

Both models emphasize the importance of understanding and addressing the human side of change management, which is critical for the success of any change initiative. They provide a structured approach that helps  organisations navigate through the complexities of change, ensuring that the transition is as smooth as possible for all stakeholders involved.

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