Organizational Change Management at Royce Consulting: Applying Lewin's Change Model to the Hoteling System Transition
Overview
This case study analyzes the implementation of a hoteling office system at Royce Consulting using Kurt Lewin's three-stage change management model. The paper examines stakeholder resistance from managers concerned about loss of prestige and explores how organizational culture and strategic communication can facilitate acceptance of the proposed change.
What this case study covers
- Application of Lewin's planned change model (unfreezing, change, refreeze) to address manager resistance to hoteling system
- Analysis of stakeholder perspectives including partner cost-saving rationale and manager concerns about office prestige
- Examination of Royce Consulting's client-centered organizational culture as a foundation for supporting organizational change
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Case Study Assignment
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Case Study Assignment
- Answer to Question 1
Kurt Lewin’s planned change model entails three main organizational change processes. The three processes include; unfree, change, and refreeze processes. From the Royce Consulting case study, most of the managers are against the shift to “hoteling system” due to the possible loss of prestige attached to their current offices. The partners, on the other hand, view the shift as an economical approach which would help the organization in saving a lot of money on the renting costs. One effective means of convincing managers to accept the shift to the “hoteling” system is by stressing to them the advantages that they would reap as managers working in such remote offices. According to Lewin’s change model, the first stage of change creation is the unfreezing process (Cummings, Bridgman & Brown, 2016). In this stage, stakeholders in an organization such as the managers are informed of the need for the proposed changes (Cummings, Bridgman & Brown, 2016). The partners would, therefore, convince the managers that “hoteling” system become more productive compared to the traditional system, then all managers would receive pay raises for their excellent remote jobs.
Additionally, the partners should convince the managers that they (managers) would benefit more from the new system due to improved productivity. The “hoteling “system would incorporate the use of modern software that eases centralized communication among remote managers and the head office. This would, therefore, encourage real-time communication regardless of where the managers are.