Case Study: Rationale For Change

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Rationale for change
The operational change within JLL was seen rationally from the organisations perspective as re-structuring the engineering team would result in cost saving and provide increased geographic coverage of engineering resources.
Reasons for change can be down to adopting new corporate strategies, structures, process and technology to assist organisations handle internal and external environmental conditions effectively (Goksoy, 2015). However, merely adopting change cannot drastically drive through change so organisations need to go through reconstructive change to realign the organisations objectives (Green, 2007). Although change can be introduced in these drastic fashions it can also be emergent within an organisation due …show more content…

However, Lewin’s central model centres on unfreezing, effecting change and then refreezing, starting from the status quo, then moving things and then continuing with the new status quo (Green, 2007). Kotter’s change model focuses on establishing urgency, guiding coalition, developing strategy, communication, empowerment, short-term wins, consolidation of gains to produce and anchor new changes (Sabri et al, 2007). Kotter does not engage with the complexity of organisational systems and potential clashing, he sees change being systematic, architectural, political and doesn’t engage strongly with the less deterministic metaphors in the latter steps (Smith et al, 2015). However, Kotter does highlight the importance of communicating the vision and keeping the communication high throughout the process although this starts with a burst of energy and in later stages its followed by delegation and distance (Cameron and green, 2009). Lewin’s change model focuses on people with the collaboration, contribution creating a force field approach to change including the power holders socially, culturally and behaviourally to drive change (Smith et al, 2015). However, Lewin’s approach ignores the metaphor of groups of people only willing to change if there is a need to do so, the model is more of a planning tool rather than an organisational development process (Cameron and green,

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