Chapter # 03
Approach to manage organizational change
(Kurt Lewin change model)
Change Management
BBA- Spring 2024
Lecturer: Habib Saleemi
Kurt Lewin change model
Kurt Lewin was a German-American psychologist and sociologist who
specialized in organizational and applied psychology. He is often
looked upon as one of the modern pioneers of these subsets of
psychology, and the Kurt Lewin change management model is regarded
by many as the easiest to implement, especially for novices in the field
of change management.
Kurt Lewin change model.
Basic Theory:
The basic theory behind Lewin’s model is a three step process of
unfreeze, transition, and freeze. We’ll get into what these steps actually
mean in a moment, but for now let’s just say that this layout is mainly
to attack head on the biggest hurdle in change, that of the opposition
many have to change in routine and being drawn out of comfort zones.
Kurt Lewin change model
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Lewin change model – Unfreeze – “ready to change.”
Unfreezing means getting people to gain perspective on their day-to-
day activities, unlearn their bad habits, and open up to new ways of
reaching their objectives. The current practices and processes have to
be reassessed for the wheels of change to be set in motion.
Let’s consider the process of preparing a meal. The first change, before
anything else can happen, is to “unfreeze” foods—preparing them for
change, whether they’re frozen and require thawing, or raw food
requiring washing. Lewin’s 3 Step Model believes that human change
follows a similar philosophy, so you must first unfreeze the status-quo
before you may implement organizational change.
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The unfreeze phase of this model is basically, as said above, directly
addressing detractors and opponents to change. The model itself
doesn’t actually call for a specific approach to this, but it’s commonly
done by selling the detractors on change by making a solid case for the
change, why it’s necessary, and the benefits of adopting these changes
that those opposed stand to enjoy from changing their tune.
What company or a change practitioner should do
Though not formally part of Lewin’s model, actions within this Unfreeze stage
may include:
Determining what needs to change.
• Survey your company.
• Understand why change is necessary.
Ensuring support from management.
• Talk with stakeholders to obtain support.
• Frame your issue as one that positively impacts the entire company.
Creating the need for change.
• Market a compelling message about why change is best.
• Communicate the change using your long-term vision.
Lewin change model – Change – “Implementation.”
Once team members have opened up their minds, change can start. The
change process can be a very dynamic one and if it is to be effective, it
will probably take some time and involve a period. It is of crucial
importance that the change is implemented within a short time. The longer
the change process takes, the more employees are inclined/Motivated to
relapse/Setback into old habits and rituals. This stage is sometimes
referred to as the “move stage” because it causes a ripple effect within an
organization. By acting vigorously and implementing the change within a
short time, the employees will become aware of the importance of this
change more quickly.
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During this evaluation process, there are two important drivers of
successful and long-term effectiveness of the change implementation
process: information flow and leadership.
Information flow:
Refers to sharing information across multiple levels of the
organizational hierarchy, making available a variety of skills and
expertise, and coordinating problem solving across the company.
Leadership:
It is defined as the influence of certain individuals in the group to
achieve common goals. A well-planned change process requires defining
a vision and motivation.
During the Change phase, companies should
Communicate widely and clearly about the planned implementation,
benefits, and who is affected. Answer questions, clarify
misunderstandings, and dispel rumors.
Promote and empower :
action. Encourage employees to get involved
proactively with the change, and support managers in providing daily
and weekly direction to staff.
Involve others as much as possible. These easy wins can accumulate
into larger wins, and working with more people can help you navigate
various stakeholders.
Lewin change model – Freeze (sometimes called refreeze)-
“Making it stick.”
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The change will only reach its full effect if it’s made permanent. Once the
organizational changes have been made and the structure has regained its
effectiveness, every effort must be made to cement them and make sure
the new organisation becomes the standard. More changes can be made
later on. Still, once the structure has found a way to improve the way it
conducts its operations, “re-freezing” will allow the people to thrive in the
new organisation and take full advantage of the change. Many quote the
model as saying the third step of this approach is to re-freeze when in
Lewin’s original work it was “freeze”.
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This stage, refreeze the change, is about solidifying the change. After the
change has been implemented in the change stage, employees are
inclined to revert to their old habits. Therefore, it is advisable to make
proper arrangements and carry out interim evaluations, monitor and
make adjustments (when necessary). Only then the new situation can be
stabilized and the employees will understand that there is no turning
back. Eventually, they will act in accordance with the new situation and
realize that there are advantages to it.
In the Refreeze phase, companies should do the following:
•Tie the new changes into the culture by identifying change supports and
change barriers.
•Develop and promote ways to sustain the change long-term. Consider:
oEnsuring leadership and management support and adapting
organizational structure when necessary.
oEstablishing feedback processes.
oCreating a rewards system.
•Offer training, support, and communication for both the short- and
long-term. Promote both formal and informal methods, and remember
the various ways that employees learn.
•Celebrate success!
Summary of Kurt Lewin’s Change theory
This three-step model gives a manager or change agent an idea of what
implementing change means when dealing with people. The 3 phases of
the Kurt Lewin model guide how to go about getting people to change.
A manager will implement new processes and re-assign tasks. But
change will only be effective if the people involved embrace it and help
to put it into practice it.