Solution

University of Leicester MSc Human Resource Management and Training MN7650 Managing Change and Technology at Work

Table of Contents

1.0 Introduction. 2

2.0 Evaluation of the Usefulness of Theories and Concepts in the Practice of the Management of Change. 2

2.1 Rational Incremental Model of Change. 2

2.2 The Concept of Discontinuous Change. 5

2.3 The Kubler-Ross Model of Change. 6

2.4 Person–Environment (PE) Fit Theory. 8

2.5 Sociotechnical Systems (STS) Theory. 10

3.0 Conclusion. 12

References. 14

1.0 Introduction

Organisational change is a dynamic and challenging process through which leaders have to address new and emerging issues while managing organisational goals and people (Harrison et al., 2021). It is crucial to comprehend how theoretical frameworks can be applied in the real-world context as it relates to change management. Based on the experiences of change management in organisations, this essay analyses five theories and concepts that are considered to be useful in practice; namely, the Rational Incremental Model of Change, The Concept of Discontinuous Change, The Kubler-Ross Grief Model, Person–Environment (PE) Fit Theory, and Sociotechnical Systems Design (STS).

The setting of my reflection is a mid-sized technology company going through a digital change where teams were realigned, new tools were introduced, and organisational culture was changed to encourage innovation. All these theories offered a way of understanding and navigating through different facets of change (Wijethilake et al., 2021). However, their effectiveness was dependent on factors including culture, resources, and rate of change of organisations. This paper reflects on the applicability of the theories in the light of their potential, the opportunities and threats for their utilisation and concludes with more general considerations of the relationship between theory and practice in the field of organisational change management.

Thus, based on these theoretical frameworks, I will assess the applicability of the approaches for achieving sustainable change impact. The analysis of the framework suggests that the concept of integration of structured frameworks with contextual flexibility is more suitable for the effective management of various challenges which may arise. This way not only enhances decision making but also it fills the gap between the theoretical models and real-life implementation of change management (Sancak, 2023).

2.0 Evaluation of the Usefulness of Theories and Concepts in the Practice of the Management of Change

2.1 Rational Incremental Model of Change

Rational incremental change (See Figure 1) often advances through a series of uniformly sized phases, each accompanied by a period of ‘down-time’ allowing the changes to be integrated, as explained by Kaur Bagga et al. (2023). This process illustrates that the primary issue with change is not the initial transformation of behaviours, but rather preventing individuals from reverting to their previous behaviours once the explicit emphasis on the change shifts (de Lucas Ancillo et al., 2020). Considering this, incremental change requires the participation of all individuals and is implemented through alternating phases of activity (the acquisition of new knowledge/skills) and inactivity (time for the new behaviours to become routinised).

The primary assumption underlying the rational incremental model of change is that the necessary change can be divided into uniformly sized episodes (Hamidi et al., 2021). This may pose challenges if, as the theory indicates, all parties concerned are consulted and guided through the transition. Essentially, excessive time may be devoted to convincing others to embrace various episodes of change. Furthermore, certain adjustments may prove more challenging to adjust to than others. Similarly, certain aspects of the change process may necessitate significant modifications, whereas others may simply demand small adjustments.

A principal advantage of this method of change is its inclusivity, providing individuals with the opportunity to develop and subsequently improve their skills prior to the commencement of the following episode. According to Greenwood et al. (2022), this also permits any small adjustments to the modifications to be implemented prior to the commencement of the next phase of the procedure. This inclusionary strategy, which avoids displacing individuals from their comfort zones, theoretically facilitates group learning and fosters a sense of collegiality as participants navigate the processes of change collaboratively (Yun et al., 2022).

Nonetheless, there are also constraints. Initially, individuals are likely to experience change fatigue. Despite the downtime between episodes, this is simply to integrate the new methodologies, as the subsequent modification will occur shortly (Finsel et al., 2023). The second criticism, which threatens to entirely undermine the fundamental objective of the rational incremental approach, is that the downtime is not effectively employed to reinforce new behaviours, but rather serves as a chance for individuals to revert to their previous methods of operation.

Figure 1: Rational Incremental Change

Source: Finsel et al. (2023)

This method was particularly useful when my organisation was switching to a new project management software. Using this approach, we were able to gradually implement the software and collect feedback from the employees to improve the processes before fully deploying the program. The model was more systematic and it helped the staff to cope with the change better because there were no drastic shifts that could make them uncomfortable (Hayes, 2023). However, one of the model’s major limitations was that it oversimplified the process of change by assuming that it was primarily a rational decision-making process that did not take into account people’s emotions or cultural beliefs (Kim et al., 2022). The employees complained of the slow pace of change and viewed the incremental approach as indecisive leadership.

In essence, as much as the Rational Incremental Model is helpful for recommending deliberation and stakeholder involvement, it stands weak in the face of situations that require flexibility and quick decision making.  It serves as a foundational guide but requires supplementation with more dynamic approaches to address real-time challenges effectively.

2.2 The Concept of Discontinuous Change

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