Comparing Lewin's Change Model And Eustress

In this discussion post, I will discuss how two organizational behavior concepts can be applied to the business issues of change and stress. The two organizational behavior concepts that will be considered are Lewin’s Change Model and eustress. In addition, I will provide a biblical perspective for these issues.

Business Issues at my Workplace I work in public accounting as a Certified Professional Accountant (CPA). In my profession, change and stress are both issues that I encounter frequently. I encounter change primarily from changes to the accounting standards, turnover with my co-workers, and new organizational processes implemented by my firm. I face the greatest levels of stress during our “busy season” in the spring when we must work

When considering change in the workplace, it is helpful to consider Lewin’s Change Model. Lewin’s Model is often viewed as the fundamental approach to managing change and consists of three steps: unfreezing, changing, and refreezing (Cummings, Bridgman, & Brown, 2015). As the first step, unfreezing focuses on communicating the purpose of the change and motivating employees to help facilitate the change. The second step of changing is the stage in which the change is implemented. Lastly, the third step of refreezing helps to solidify the change by supporting and reinforcing the change (Kinicki & Fugate,

It is important to remember that not all stress in the workplace is detrimental. Some stress, known as distress, is harmful in a company. However, stress also has a positive side, known as eustress (Hargrove, Nelson, & Cooper, 2013). Eustress is associated with positive outcomes and emotions. For example, eustress can lead to excitement and increased focus (Kinicki & Fugate, 2016). Managers can generate eustress in their work environment in several ways. First, they should give their employees challenging work that leads to personal growth (Hargrove, Nelson, & Cooper, 2013). In my company, this is done by allowing employees to work on sections of our audits that are increasingly challenging as the employees gain more experience. A second way that managers can promote eustress is through implementing energy management strategies in the workplace. These energy management strategies focus on finding the right balance of time between intense focus and energy renewal (Hargrove, Nelson, & Cooper, 2013). In order to manage energy among its employees, my company has found that short exercise or food breaks can allow employees to renew their energy and better focus on their work. A third way that managers can generate eustress is through acknowledgement of task accomplishment. By taking time to recognize and celebrate success, managers can help their employees feel excited and encouraged about their work rather