Concord Bookshop

.Running head: Concord Bookshop – Organizational Change Process

Concord Bookshop – Organizational Change Process

Nakeisha Moore

HCS/587 Creating Change Within Organizations

Concord Bookshop – Organizational Change Process

Change is an element of business that is constant. In order to be successful in business, the ability to adapt to change is a great asset. The degree of success is often measured by how the changeability asset is executed. Kurt Lewin’s model of change implementation offers a simplistic approach to executing a successful change within an organization. Concord Bookshop was a successful business, with both its financial health and its reputation. A changing climate in the bookshop industry caused Concord Bookshop to experience a financial hiccup. In order to stay in business, the owners realized that change was inevitable. Lewin’s three phases of change can be applied to how the owners of Concord implemented their change process. However, based on the information provided, it does not appear that Concord’s owners had a plan that could deal with the resistance they encountered from their employees and the community they served.

Before a change process can begin, there has to be some type of preparation phase. Lewin’s preparation phase is referred to as the unfreezing phase. The members of the organization would need to acknowledge that there is a need for change. Then they would need to determine what has caused that need to occur. The owners of Concord Bookshop recognized that they would not be able remain financially stable while competing against the new larger bookstores. In order to be profitable, they decided to make changes with the management, who in turn, would make changes to the day-to-day operations of the store. According to Lewin, at this phase, the owners should have made an effort to motivate the employees to adapt to the change (Spector, 2010). In order to unfreeze the employees’ commitment to the...