(1) Stage Theory of Change: Lewin Unfreeze Change Refreeze: or More Appropriately Re-Gel

(1) Nadler and Tushman’s Congruence Model

It stems from the observation that organizational systems, composed of tasks, formal systems, informal ways of behaving, and individuals, develop over time an interdependent state of balance called homeostasis.

When an organization’s environment shifts, so must its leaders’ diagnosis in order to identify the changes needed to effectively realign its people, formal systems and processes, tasks, and culture to the new environment to produce the desired outcomes. For example, when Tesla announced its mass-market Model 3, hundreds of thousands of customers

Nadler and Tushman8 provide a conceptual scheme that describes an organization and its relationship to its external environment.

Simply doing more of the same is not an organizational change.

From its start-up phase, leaders of an organization make choices concerning where they want to locate their business, what they want to do, and which resources they want to buy, access, or otherwise develop and deploy.

congruence

Nadler and Tushman argue that there are many different ways to think about the components of an organization. However, they choose to focus their model on four major components: “1) the task, 2) the individuals, 3) the formal organizational arrangements, and 4) the informal organization.”15 A change leader needs to understand these four components