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a practical example to illustrate the above diagram in a better position in the case of Tata motors in the Analysis section.

Change - So the next stage is the transition stage where the change actually happens. Here we see people have inhibitions as they are unsure of the results or consequences from the change process are taking place within the organization. Certain factors like training, guides and mentors can be used to make the learning process easier and faster as it helps the people to adapt and understand the objective and rationale for the change activity. Through self involvement and proper communication one can encourage the change to take place in an easier fashion.

Freeze - This stage is also called the refreezing stage as it involves if there is stability after the change has actually occurred. People now tend to adapt and accept the change and it becomes a part of their daily routine. Change is a continuous process and soon after the implementation of the change the next change process starts off at any point and can finish at any point of time. (Kurt Lewin Change Management Model (1947))

ADKAR: Simple, Powerful, Action Oriented Model for Change
This model was developed by Jeff Hiatt, CEO of Prosci Change Management and it was first published in 2003. This model tells us that organizational change can succeed when each of the individual members of the organization transition through the change management process.

There are five steps in this model:

Awareness of the need for change - This involves understanding why a particular change is necessary is the primary aspect of a successful change. We here find out the rationale and need behind the change. So the employee will fully understand why change is necessary.

Desire to participate in and support the change - Here the employee needs to make a personal decision to support the change and participate in the change. Only when the person is confident and convinced that the change is essential then only will he participate in the change activity. Proper incentives need to be formulated in order to motivate the person not to deter from the path of change.

Knowledge on how to change - This is the third stage of the model in which knowledge about the change can be imparted through training, mentorship and other Educational methods. Two types of knowledge needs to be addressed:

knowledge on how to change (things to be done during the transition or the time during which the change is being implemented) and

knowledge on how to perform after the change activity is implemented.

Ability to implement required skills and behaviors - In this part of the building block Ability is referred to the difference between theory and practice. Once knowledge on how to change is in place then this is the theory being referred to and then comes the practical aspect which is the actual performance of the individual. This is a time conduming process and can be successfully implemented through practice, coaching and feedback.

Reinforcement to sustain the change - In the final stage of the model there is an essential component in which efforts made by the individual to sustain the change are pressed upon. Here it is ensured that changes made stay in place and that the employee does not slip back to his old ways which can be ensured throug