Lewin’s Change Management Model is a foundational framework that helps managers and team leaders guide their teams through organisational change in a clear, structured way. It can be explained as follows:

Unfreeze

  • This first stage is about preparing your team and organisation for change. It means recognising that the current way of doing things isn’t working or won’t work in the future, and building awareness around why change is necessary.
  • In practice, this involves open and transparent communication with your team-explaining the reasons for change, the risks of staying the same, and the benefits of moving forward. Creating a sense of urgency and involving all stakeholders early helps to reduce resistance and builds readiness for the next steps.

Change

  • Once your team is prepared, you move into the implementation phase. This is where new processes, systems, or behaviours are introduced.
  • During this stage, it’s crucial to provide training, resources, and ongoing support to help your team adapt. Encourage feedback and be prepared to address concerns as they arise. Regular check-ins and open forums can help maintain momentum and ensure everyone feels supported as they adjust to new ways of working.

Refreeze

  • After the change is implemented, the focus shifts to making the new way of working the “new normal.” This involves embedding the changes into everyday routines, updating policies and procedures, and recognising and rewarding those who embrace the new behaviours.
  • The goal is to stabilise the change so that people don’t slip back into old habits. Continuous feedback and reinforcement help ensure the change sticks and becomes part of the organisational culture.

Why Use Lewin’s Model?

Simplicity and Clarity: The model is easy to understand and communicate, making it accessible for all levels of an organisation.

Stakeholder Involvement: It emphasises the importance of involving everyone affected by the change, which is particularly effective in Australian workplaces that value collaboration and open dialogue.

Structured Process: By breaking change down into clear stages, it helps managers plan, implement, and sustain change in a way that minimises confusion and disruption.

Practical Tips

  • Use inclusive and transparent communication to build trust and reduce resistance.
  • Involve your team in planning and decision-making to increase buy-in.
  • Provide practical support, such as training and resources, to help staff adjust.
  • Recognise and reward positive adaptation to reinforce the new ways of working.

Lewin’s model gives you a straightforward roadmap for leading change, ensuring that the process is well-understood, collaborative, and sustainable.

Case Study

Here’s an example of how Lewin’s Change Management Model could be applied in the context of an allied health business, such as a physiotherapy clinic or multidisciplinary rehabilitation practice:

Implementing Electronic Health Records in an Allied Health Business

Context: A medium-sized allied health clinic (offering physiotherapy, occupational therapy, and speech pathology) decides to switch from paper-based client records to an electronic health record (EHR) system to improve efficiency, compliance, and patient care.

Unfreeze

  • Recognising the Need for Change:
    The management team identifies inefficiencies with paper records – lost files, time-consuming retrieval, and challenges in sharing information between practitioners. They present data showing how EHRs can improve workflow and patient outcomes.

  • Creating Urgency and Addressing Concerns:
    Staff are initially resistant, worried about learning new technology and the potential for workflow disruption. Management holds meetings to explain the benefits, addresses concerns, and shares success stories from similar clinics.

  • Preparing for Change:
    Training sessions are scheduled, and staff are invited to provide input on EHR feature selection, making them feel involved and valued in the process.

Change

  • Implementing the EHR System:
    The clinic phases in the new system, starting with a pilot group of practitioners. Support is provided through hands-on training and a helpdesk for troubleshooting.

  • Managing Resistance:
    Regular feedback sessions are held to address frustrations and technical difficulties. Champions (early adopters) are identified among staff to mentor others and model positive attitudes towards the change.

  • Ongoing Communication:
    Management keeps everyone updated on progress, celebrates small wins (such as time saving and reduced paperwork), and adjusts the rollout based on staff feedback.

Refreeze

  • Stabilising the Change:
    Once the EHR system is fully implemented, the clinic updates its policies and procedures to make electronic records the standard. Paper records are archived, and new staff are trained only on the EHR system.

  • Embedding New Practices:
    Regular audits ensure compliance, and staff who embrace the new system are recognised. The clinic continues to refine workflows to maximise the benefits of the EHR.

  • Sustaining the Change:
    The new system becomes part of the clinic’s culture, with ongoing support and periodic reviews to ensure it continues to meet the needs of practitioners and clients.

This example illustrates how Lewin’s model provides a clear, step-by-step approach for a business to implement a significant change, such as adopting new technology, while actively managing resistance and embedding new practices for lasting improvement.

 Sources:

Managing Transitions: Making the Most of Change by William Bridges

Leading Change by John P. Kotter

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