How can I begin this below, I'm so confused. Thanks.

Q. Make a change modelfrom these different models into a single list, omitting the overlaps.

Q. What issues and steps might be missing?

Q. Which elements are usually handled well, and which are often handled badly? Why do you think this is the case?

Q. What items are more important and which and less important?

Stage Models

Lewin's Three-Stage Model

Unfreeze: Change attitudes by making people feel uncomfortable about the way things are because they could be improved, and so establish the motive to change.

Move: Implement the change to move to the desired new state.

Refreeze: Embed or institutionalize the new behaviors, to prevent people from drifting back to previous ways of doing things.

Kotter's Eight-Stage Model

Probably the most widely cited, and widely applied, stage model of change is the one developed by John Kotter. Note how his eight-stage approach to transformational change opens with "create a sense of urgency" (unfreeze), passes through "empower people to act" (move), and ends with "institutionalize new approaches" (refreeze). Lewin's echo can be heard in this model, too.

Stage 1 . T 3 Establish a sense of urgency. . Form a powerfui guiding cooiition. Create a vision. Communicate the vision. . Empower others to act on the vision. Piorr for and create shortterm wins. . Consoh'dote gains and produce more change. . institutionalize new approaches . What Is Involved Examine market and competitive realities. Identify and discuss crises and opportunities. Assemble a group with power to lead the change Encourage this group to work together as a team Create a vision to direct the change effort. Develop strategies to achieve that vision. Communicate thoroughly the vision and strategies. Have the guiding coalition model the new behaviors. Remove obstacles to change. Change systems or structures that undermine the vision. Encourage risk taking and unconventional thinking. Plan for visible performance improvements. Reward employees involved in improvements. Change systems, structures. and policies that don't t the vision. Hire and develop staff who can implement the vision. Maintain momentum with new themes. projects. and change agents. Link the new behaviors clearly with corporate success. Ensure leadership development and succession