Lewin’s Change Management Model, developed by psychologist Kurt Lewin is a simple but profound model for managing organizational change – Unfreeze, Change, and Refreeze. While it is one of the earliest and simplest models, it nevertheless underpins all subsequent models, and its 3 key ideas are evident in even the most recent and complex approaches to change.
Unfreeze
Recognition of the Need for Change
In this initial stage, the organization acknowledges the necessity for change. This involves understanding the reasons behind the need for change, whether they are driven by external factors, internal inefficiencies, or a shift in the market.
Creating a Sense of Urgency
Lewin emphasized the importance of establishing a compelling case for change, fostering a sense of urgency among employees. This helps overcome resistance and encourages a readiness for change.
Change
Implementation of Change
Once the organization is unfrozen and prepared for change, the actual changes are implemented. This stage involves introducing new processes, systems, structures, or behaviours to address the identified issues. Effective communication and involvement of employees are crucial to successful implementation.
Managing Resistance
Lewin recognized that resistance to change is a natural reaction. During this stage, it is essential to identify and address resistance, whether it stems from fear of the unknown, loss of control, or concerns about personal impact. Engaging employees and addressing their concerns can help mitigate resistance.
Refreeze
Stabilizing the Change
After the changes have been implemented, the organization enters the refreezing stage. This involves reinforcing the new practices, systems, or behaviours and integrating them into the organizational culture. The goal is to stabilize the changes so that they become the new norm.
Aligning Systems and Processes
In the refreezing stage, it’s crucial to align supporting systems, processes, and structures with the changes to ensure sustainability. This helps solidify the new state of affairs and prevents a relapse into the old ways of doing things.
Lewin’s Change Management Model is an iterative process, so organizations may need to cycle back through stages if adjustments or further changes are required. Overall, the model provides a simple and systematic approach to understanding and managing the complexities of organizational change.
Sources:
Managing Transitions: Making the Most of Change by William Bridges
Leading Change by John P. Kotter
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