COM2601
ASSIGNMENT 1 SEMESTER 1 & 2 2021
UNIQUE NUMBER: 686804/702492
QUESTION 1
The three-step process model of change
Step 1: Unfreezing
This stage encourages people to (1) recognise the need for change. Driving forces of
change make it easier to comprehend the need for change, whereas resisting forces
of change can be more difficult to overcome when persuading employees to change.
In circumstances where there is an unwillingness to change, (2) it is required that
employees are shown how forces of change in the organisation, of which they may or
may not be aware, inhibit growth in the organisation. Examples of these inhibiting
forces and their consequences should be explained clearly; for example, how the
amount of conflict experienced among employees in the organisation, or between
employees and management, can contribute to unproductivity and low morale (Van
der Walt, 2006), or how an inhibiting factor such as complacency can negatively
impact upon the competitiveness of the organisation. It is also essential that individuals
within an organisation understand the way in which (3) forces of resistance freeze
people in their current situations and patterns of behaviour. There can be no progress
in a situation that remains static. (4) Unfreezing becomes a prerequisite for preparing
members of the organisation for the change process that is to be introduced.
Explaining what the anticipated results of the change will be and how such change
might affect the employees will make them more willing to accept the necessary
change. At this stage, and having discussed the problems of maintaining the status
ASSIGNMENT 1 SEMESTER 1 & 2 2021
UNIQUE NUMBER: 686804/702492
QUESTION 1
The three-step process model of change
Step 1: Unfreezing
This stage encourages people to (1) recognise the need for change. Driving forces of
change make it easier to comprehend the need for change, whereas resisting forces
of change can be more difficult to overcome when persuading employees to change.
In circumstances where there is an unwillingness to change, (2) it is required that
employees are shown how forces of change in the organisation, of which they may or
may not be aware, inhibit growth in the organisation. Examples of these inhibiting
forces and their consequences should be explained clearly; for example, how the
amount of conflict experienced among employees in the organisation, or between
employees and management, can contribute to unproductivity and low morale (Van
der Walt, 2006), or how an inhibiting factor such as complacency can negatively
impact upon the competitiveness of the organisation. It is also essential that individuals
within an organisation understand the way in which (3) forces of resistance freeze
people in their current situations and patterns of behaviour. There can be no progress
in a situation that remains static. (4) Unfreezing becomes a prerequisite for preparing
members of the organisation for the change process that is to be introduced.
Explaining what the anticipated results of the change will be and how such change
might affect the employees will make them more willing to accept the necessary
change. At this stage, and having discussed the problems of maintaining the status
