Change in Indian Railways: The Strategic HR Model Perspectives Indranil Bose, Nilanjan Ray, Soma Bose Biswas & Madhurima Das Gupta Indranil Bose is Vice President-Academics and Professor of Management, Adamas University, Kolkata E-mail: sentindranil72 @gmail.com. Nilanjan Ray is an Associate Professor of Management, JIS University, Kolkata. E-mail: dr.nilanjanmgmt @gmail.com. Soma Bose Biswas is an Associate Professor of Management, Techno International New Town, Kolkata. E-mail: mabbiswas@gmail.com Madhurima Das Gupta is an Assistant Professor of Sociology, School of Humanities, Management and Social Sciences, Neotia University, Kolkata. E-mail: madhurima.dasgupta2@gmail.com While dealing with change, most organiza- tions rely on change management philoso- phies as well as change management mod- els. To initiate a change, organizations make assumptions, trust their beliefs, and imple- ment various theoretical approaches. These various elements are called the ‘philosophy of organizational change,’ like a tool kit for an organization. This paper attempts to de- scribe these changes using a few well- known management philosophies. Since change is not an abrupt one-time event, it is more appropriate to consider it as a con- tinuous event. The study has adopted change philosophies viz.; Rational, Resource, Insti- tutional, and Psychological, and considered change management models viz. ; Kurt Lewin’s Three-stage Model, Force Field Analysis, and Kotter’s 8-step Model. Introduction Moran and Brightman (2000) state that change man- agement is a process of con- tinually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and inter- nal customers. The change will neither vanish nor dis- solve; instead, the rate of change has dramatically in- creased. Continuous change has become a norm in the technology, service, or manu- facturing industry (Luecke, 2003). Studies consistently report that about three-quar- ters of change efforts failed to deliver the anticipated ben- efits mainly due to flawed implementation. Most organi- zations focus on how to change rather than what to change (Anand & Barsoux, 2017). Organizations shall not ignore change; else, the end 72 The Indian Journal of Industrial Relations, Vol. 60, No. 1, July 2024