Integrated Organisational Communication

Table of Contents

1. INTRODUCTION 1

2. THREE-STEP PROCESS MODEL 1

2.1 Unfreezing 2

2.2 Changing/Moving 2

2.3 Refreezing 3

3 INTERNAL VALIDITY 4

3.1 History 4

3.2 Maturation 4

3.3 Instrumentation 5

3.4 Regression 5

3.5 Attrition 5

3.6 Selection 6

4 CONCLUSION 6

SOURCES CONSULTED

APPENDICES 9

Appendix A: Scenario 1 9

Appendix B: Scenario 2 9

1. INTRUDUCTION

There is a common cliché on change that state that the only constant in life is change. This cliché originate from Heraclitus a Greek philosopher who had the contention that everything or all things change all the time. It is then easy to understand this philosophy when one are conscious of the fact that change is the only constant in the universe. It is also a well-known fact that with any change there is always resistance. Resistance to change is an inherent human characteristic for the reason that change requires effort while the status quo offers a sense of safety and security. There are many resisting forces of chance and some classic examples of these resisting forces of change are; contentment of the workforce simply because they often do not see or they do not understand the need for change. Then there is also the social standing of an individual where the individual either fear that change will increase their responsibility or that their social standing will be negatively affected by any impending changes. While there are two change models that may be utilised, the Investor Bank scenario will focus on the three-step model of change that an organisation can make use of to guide them through the process of change.

2. THREE-STEP PROCESS MODEL

The forthcoming change that will come about at Investor Bank need not be a challenging process as it can be done in just three steps according to the three-step process model of change, this is made possible by applying the guidelines and...