Implementing Organizational Change: Concord Bookshop
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Implementing Organizational Change: Concord Bookshop
Change is a naturally occurring phenomenon within any organization. Whatever the reason for its inevitable happen stance, managing change is among the greatest challenges an organization encounters. When implementing successful organizational change, it is important to recognize several factors along with the process of change itself. The case of the Concord Bookshop unfortunately represents a common end result when change is not managed effectively and survivability is directly impacted.
Kurt Lewins theory of change offers three phases of organizational change: Unfreeze, change, and refreeze. Unfreezing is extremely important because in this phase the need for transformation is recognized. This phase roots in preparation and readying ourselves with both internal and external factors associated with the modification to come. Additionally, it is about analyzing pros versus cons to initiate change and to make the conscious decision alteration is needed (Spector, 2010). The second phase, or change, is about the transition itself and often the most difficult to accept because of the uncertainty and fear it may cause. This is likely not an easy time for people in such situation because time is required to make the change successful. In this phase, support is important as the process transforms from one to another. Lastly, refreeze envelops reestablishing equilibrium once changes have been made. The changes eventually become accepted and touted as the new norm. People forge new relationships as they become more comfortable with their new routines (Spector, 2010).
In reference to the Concord Bookshop example, a formal change process is absent to ease transition to new ownership and to a new business model. When applying Lewins change theory, the new owners vision is lacking in approach to change which manifests resistance versus collaboration. Management is displaying differing opinions regarding the financial situation of the store and discord is quite evident as employees face uncertainty in this cornerstone of the community.
While the need for change is recognized by the owners and congruent with the unfreeze segment of Lewins theory, the process was poorly executed. Poor leadership, communication as well as a lack of appreciation of its employees appears to be a root cause of the debacle. The management should have remained in communication with staff which may have resulted in improved relations, but also more collaborative engagement to keep the business profitable. The end result could have been a more effective business plan for transition.
The change portion of implementing the new business model was weak at best. Simply changing management is often not sufficient and in this case is implemented too quickly. As previously stated, if communication and relations between management