Although there are a number of planned change approaches, the key ones are Kurt Lewin‟s three step change model, the positive five step model, the action research eight-step model and John Kotter‟s eight step change model. Kurt Lewin‟s three-step planned change model observes that the stability of human behavior is based on a quasi-stationary equilibrium supported by a complex field of driving and restraining forces (Czinkota et al, 2009). He pointed out that change is the result of the interaction between force that push for change and forces that attempt to maintain status quo by resisting change, the driving forces should be stronger than the resisting forces. He noted that the first step in change management is to unfreeze the equilibrium so that the old behavior can be removed and new behavior can be successfully implemented. The second step is the moving stage where a new practice or behavior is introduced. The third step is refreezing the new set of behaviors. This step aims at establishing a new quasi stationary equilibrium in order to ensure that the new behaviors are safe from regression (Menipaz and Menipaz, 2009).
The Action Research model proposes a full cycle in the development of organizations instead of responding to a crisis. The proponents of this model observe that planned change is cyclinical where interventions are designed and guided by groundwork research and analysis of the development needs of an organization. The whole process can be repeated if the change does not improve the current state of the organizations or if new issues arise during the change processor if new needs are identified. The eight steps of the model are: problem identification, consultation with change agents, data collection and initial diagnosis, provision of feedback to clients, joint diagnosis of the problem, joint action and planning, implementation of change, evaluation of change and provision of feedback to the clients.
Similar to the Action Research model the John Kotler‟s (1995) Eight-Step change management model also contains eight steps which include, creating a sense of urgency, formation of a powerful team to implement the change process, strategies an appropriate vision, communicate the vision to stakeholders, engage and empower stakeholders to perform their duty towards new behaviors and achieving the vision, production of adequate short-term outcome to maintain the change momentum, strengthen the changing forces and finally internalize the new behavior and practice in the organization. The positive model instead of identifying a problem and bringing out a change to rectify the problem the model focuses on developing what is working well and what an organization is doing right. The five step of the positive model involves initiating the inquiry, search for good and best practices, discover the good and best practices, envision the preferred future and finally design and deliver ways to achieve the preferred future. The model is based on the fact that every organization that works right. The positive model begins by identifying what is positive and connecting to it in ways that heighten energy, vision and action for change (Barkemeyer et al, 2011). The developers of this theory believed that organizations should retain the positive aspects and practice. They believed that positive emotions can create synergy for organizational change.
It is however worth noting that planned change models have had a number of limitations that have been pointed out over the years which include, planned change theories provide limited knowledge and information how to change behaviors of members of organizations, change is not linear since new conditions often emerge and disrupt the planned process yet elements that remain unchanged within the change models are not paid enough attention by the proposers of these models, evaluation methods of the planned change are vague and inaccurate and the models do not discuss how unrealistic expectations within the organization can be addressed. Although the planned change models had a number of advantages they were criticized for being unrealistic in crisis situations hence the reason why some theorists came forward to address the issues associated with planned change by introducing unplanned change models. However for the purposes of this research we shall limited the review to planned change models as they are the ones applicable and relevant to the study.
2.3 Empirical Evidence Of The Study
Change management as a phenomenon is not a new concept. Every organization is affected by change. Still, organizational change initiatives fail at an alarming rate. This is because most initiative fail to consider how changes affect the people in an organization.
Abdulraheem, et al (2003) investigated the outcome of planned organizational change management in Nigeria Public Sector. This research shows that government reform agenda did not achieve the desired result in improving the quality and standard of education in Nigerian higher education. There are therefore still gaps in understanding the process of introducing reforms agenda. The result of the in-depth interviews conducted indicated that cultural differences account for organizational values. Thirty one respondents from the five higher institutions in Kwara State, Nigeria and senior officers from the state ministry of education, science and technology believed that a uniform reform agenda would be difficult to implement in all local governments with varying educational needs and levels of educational development. The analysis of the result suggested that culture determines and influences the values of where the institutions are situated. It was discovered that the five institutions have different needs which the society will appreciate if reform agenda focuses on such requirements of the institutions. The paper suggests that the values of the society where an institution is situated should be understood before a reform is formulated. This practice will make the reform easy to implement and reduce the incidence of resistance.
