Introduction
As an employee of a skincare spa, I have observed several transformations within my professional environment. A notable modification that caught my attention is the implementation of a new customer management system based on Lewin’s Change Management Model. The model is a commonly accepted structure that delineates the essential procedures for effectively executing organizational modifications. The premise of this concept is that individuals are more inclined to accept modifications when they comprehend the rationale behind them, participate in the implementation, and possess a solid understanding of the anticipated results (Hamdo, 2021). This essay will analyze the introduction and implementation of a new customer management system in the workplace, highlighting the utilization of Lewin’s Change Management Model to ensure a seamless and effective transition.
Did the change follow the steps well?
The skin care spa’s transformation adhered effectively to Lewin’s Change Management Model. The initial stage of the model is referred to as unfreezing. This entails raising awareness regarding the necessity for change and dismantling the current mindset that opposes change (Tang, 2019). The management team of the spa proficiently conveyed the rationale behind the alteration to all the staff members, elucidating how the novel system would enhance customer service and simplify the booking process. This facilitated the establishment of a perception of immediacy and readiness to adjust to the alteration. The transition or change phase is the second step, wherein new behaviors, values, and attitudes are introduced to align with the desired outcome (Tang, 2019). The implementation of a new customer management system was introduced in our spa, and the staff received sufficient training and support to facilitate their adaptation to the new system. The management team motivated the staff to give feedback and recommendations, which were subsequently integrated into the system to enhance its usability and effectiveness. The third step in the process is known as refreezing. This step consolidates newly acquired behaviors, values, and attitudes as the new standard (Tang, 2019). The customer management system was successfully integrated into the spa, and the staff became skilled. The management team consistently evaluated the system’s efficiency and implemented modifications when necessary. Through consistent integration into our daily operations, the new system has been widely adopted by staff members and has become the standard practice.
Was the change made successfully?
The modification was effectively executed. The deployment of the novel customer management system at our skin care spa was a substantial endeavor efficiently managed with negligible interference to our routine activities. Implementing the new system has optimized our booking procedures and enhanced our capacity to deliver outstanding customer service, leading to a more productive and proficient work environment. The achievement of the transformation can be credited to various elements, such as proficient correspondence, personnel education and assistance, and personnel participation in the procedure (Harrison et al., 2021). The management team effectively conveyed the change’s necessity and the new system’s advantages. It equipped the staff with the necessary training and resources to adjust. Moreover, the personnel participated in the procedure by offering their opinions and recommendations that contributed to the development of the updated system and enhanced its usability.
What to do if it is not successful
If implementing the new customer management system in our skin care spa encountered difficulties, various aspects could be enhanced to guarantee a more effective change management process. Effective communication is crucial to ensure that all staff members are informed about the reasons for the change, the advantages of the new system, and their expectations from them (Harrison et al., 2021). Providing sufficient training and resources is imperative to enable staff members to utilize the new system effectively. Moreover, offering assistance, such as guidance and tutelage, to employees encountering difficulties with the transformation can facilitate the process. The participation of personnel is crucial in the process of managing organizational change. Soliciting the opinions and responses of individuals regarding the novel system may aid in guaranteeing their complete acceptance of the transition. Improving the change management process can lead to a more seamless transition to the new customer management system by prioritizing these specific areas.
Conclusion
Our skin care spa’s transition to a new customer management system went smoothly because we adhered to the procedures outlined in Lewin’s Change Management Model. Thanks to open lines of communication, thorough training, and widespread buy-in from staff members, the transition went off without a hitch. Clear and effective communication, sufficient training and resources, support for struggling staff members, and staff involvement in the change management process are all areas that might be strengthened if the transition does not proceed as planned.
References
Hamdo, S. S. (2021). Change Management Models: A Comparative Review. ResearchGate. https://www.researchgate.net/publication/353390486
Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement, and implementation meet? A systematic review of the applications of change management models in healthcare. PubMed Central (PMC). https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7966357/
Tang, K. N. (2019, June). Change Management. ResearchGate. https://www.researchgate.net/publication/333910956_Change_Management
write