Kimberly-Clark (K-C) Corporation (kimberly-clark.com), a multinational consumer products manufacturer headquartered in Dallas, Texas, is committed to using innovation to become an indispensable business partner. As a leading global health and hygiene company, Kimberly-Clark's brands, such as Kleenex and Huggies, are sold in more than 150 countries. K-C has operations in 37 countries and employs more than 55,000 people worldwide.
Kurt Lewin's change management model is a fantastic change model for understanding the basic concepts of a straight-forward change management process.
Figure 1. Lewin's Model (Source:http://www.mindtools.com/)
On this task will be explain about change management model Using Lewin-Schein for change management with case study is Kimberly-Clark (K-C) Corporation.
Change management is important for Kimberly-Clark (K-C), because Change is a common thread that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too.
One of the objectives of K-C's global business plan was to build on its key capabilities of customer development, innovation, and marketing to sustain its growth rate. To achieve this objective can be apply one of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today. His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes. Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
a. Determine what needs to change.
- Survey the organization to understand the current state.
- Understand why change has to take place.
b. Ensure there is strong support from upper management.
- Use Stakeholder Analysis and Stakeholder Management to identify and win the support of key people within the organization.
- Frame the issue as one of organization-wide importance.
c. Create the need for change.
- Create a compelling message as to why change has to occur.
- Use your vision and strategy as supporting evidence.
- Communicate the vision in terms of the change required.
- Emphasize the "why".
d. Manage and understand the doubts and concerns.
- Remain open to employee concerns and address in terms of the need to change.
a. Communicate often.
- Do so throughout the planning and implementation of the changes.
- Describe the benefits.
- Explain exactly the how the changes will effect everyone.
- Prepare everyone for what is coming.
b. Dispel rumors.
- Answer questions openly and honestly.
- Deal with problems immediately.
- Relate the need for change back to operational necessities.
c. Empower action.
- Provide lots of opportunity for employee involvement.
- Have line managers provide day-to-day direction.
d. Involve people in the process.
- Generate short-term wins to reinforce the change.
- Negotiate with external stakeholders as necessary (such as employee organizations).
a. Anchor the changes into the culture.
- Identity what supports the change.
- Identify barriers to sustaining change.
b. Develop ways to sustain the change.
- Ensure leadership support.
- Create a reward system.
- Establish feedback systems.
- Adapt the organizational structure as necessary.
c. Provide support and training.
- Keep everyone informed and supported.
d. Celebrate success!
This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before it can build up a new way of operating..
To prepare the organization successfully, Kimberly-Clark (K-C) need to start at its core, Kimberly-Clark (K-C) need to challenge the beliefs, values, attitudes, and behaviors that currently define it. Using the analogy of a building, Kimberly-Clark (K-C) must examine and be prepared to change the existing foundations as they might not support add-on storeys; unless this is done, the whole building may risk collapse.
This first part of the change process is usually the most difficult and stressful. When Kimberly-Clark (K-C) start cutting down the "way things are done", Kimberly-Clark (K-C) put everyone and everything off balance. Kimberly-Clark (K-C) may evoke strong reactions in people, and that's exactly what needs to done.
By forcing the organization to re-examine its core, Kimberly-Clark (K-C) effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, Kimberly-Clark (K-C) won't get the buy-in and participation necessary to effect any meaningful change.
On the other hand Kimberly-Clark (K-C) knows to how improves way individual carries out job, charismatic Leader as motivator because if champion of change is respected, others will follow.
After the uncertainty created in the unfreeze stage, the change stage is where Kimberly-Clark (K-C) begin to resolve their uncertainty and look for new ways to do things. In order to accept the change and contribute to making the change successful, Kimberly-Clark (K-C) need to understand how the changes will benefit them. Kimberly-Clark (K-C) need to foresee and manage these situations because there are many companies take a long time to recognize the benefits that change brings.
Time and communication are the two keys to success for the changes to occur. People need time to understand the changes and they also need to feel highly connected to the organization throughout the transition period. When Kimberly-Clark (K-C) are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach.
Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition trap where they aren't sure how things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively.
As part of the Refreezing process, Kimberly-Clark (K-C) should do celebrate the success of the change because this helps people to find closure, thanks them for enduring a painful time, and helps them believe that future change will be successful.
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