An organization that is aiming to grow and become adaptable in an environment of changing market scenario is sure to embrace change. One of the most widely used and understood techniques for managing organizational changes is Lewin's Change Management Model. Although it was developed by Kurt Lewin in the 1940s, its simplicity, effectiveness, and ease of use make it one of the most sought-after models for different organizational settings.
The Lewin model explains that one has to depart from the old, introduce the new practice, and then consolidate these changes so they are changed permanently. This article examines the details of Lewin's change model and mentions some associated concepts, like Lewin's change stages, Lewin's stage of refreezing, and most recently, the three-stage model of unfreezing, changing, and then refreezing.
Lewin's model of change takes the form of a simple three-stage process that may be applied to organizational, social, and personal change. Facilitating the process of orderly and systematic guidance in transition are the stages—unfreezing, changing, and refreezing—which we look at in greater detail below.
The first stage is called unfreezing, which deals with preparing an organization or an individual to change. This requires breaking through the status quo, and this is typically the most difficult part of the process. People resist because of a love for the familiar the inefficient and the outdated being included. Lewin's change model suggests that the organic resistance organizations should face can only be tackled by changing the awareness of the requirement to alter and ensuring employees understand the reason why the old way of doing things is not tenable.
Now is the time to introduce the drivers of change in this phase market pressures, technological changes, or an increased demand in the minds of customers. Leaders should be able to present a good vision of what's coming next to really inspire the stakeholders toward movement away from the present system.
The change or transition/movement stage is the second step. The process of unfreezing is now initiated, it involves implementing new behaviors, processes, or structures. People have come to realize that the old way of things is now uneconomic; therefore, they have prepared themselves to embrace change by adopting new approaches. This transition stage focuses on the shift away from old ways to new ways in which people will learn new skills, begin to use new technologies, or adjust their organizational roles.
But also highly important to understand that most in transition are uncertain, fearful, and sometimes confused about what is happening. Organizations must train, support, and guide the people with confidence in this stage. The change leader needs to model new behaviours, encourage experimentation, and create an environment where people feel they can learn and adapt. Some of the salient features of the changing stage.
1. Support: A continuous support system in the form of training and coaching would help individuals cope with change.
2. Experimentation: Openness toward experimentation through new ideas on the part of employees and providing them with feedback.
3. Leadership: Change agents need to be role models for the change they wish to bring about and inspire people to follow in their footsteps.
Refreezing- the actual act of freezing and institutionalizing the changes implemented. After new processes or behaviours have been installed, they have to be embedded in order not to revert back to old habits. That ensures the changes are long-lasting, have become part of the culture, and cannot easily be reversed.
It is at the refreezing stage where Lewin's stage of refreezing comes into place. Here, organizations will attempt to stabilize the new state of affairs by reinforcement of the changes. This might come through having reward systems or performance evaluations that are aligned with policies to support the changed way of doing things. Without the refreezing stage, the likelihood of employees reverting back to the old practice is very high. Important characteristics of the refreezing stage:
1.Stabilization: The policies, procedures, and organizational culture should adapt to the recent changes.
2.Reinforcement: Positive reinforcement is required to put an anchor to the new behaviours and practices.
3.Feedback: Continuous mechanisms for feedback will help correct any issues that arise due to the new processes much in advance.
Although the idea of Kurt Lewin's change management model was introduced decades ago, the meaning and significance of this concept are extremely relevant in today's dynamic business environment. Because the model is simple, it is particularly effective where organizational changes are massive, and the involvement of employees and their engagement are critical.
This model is very simple to understand, and its application is very straightforward. Therefore, it is suitable for all organizations, irrespective of their size.
1. Holistic Approach: It not only concentrates on the change itself but also on preparation for it and making it last.
2. Behavioral Focus: Lewin's change model is focused on the human approach which is the hardest thing in any change.
3. Flexible Framework: The three stages—unfreezing, changing, and refreezing—can be applied to any sort of organizational change, even such diverse ones as restructuring and going on a new technology platform.
Lewin's model of change management can be used in many different industries and sectors. Despite its simplicity, it touches the core of the change management process, such as preparation for change, navigating through transition, and shaping or reinforcing new norms. Change is an ever-present phenomenon in this dynamic world, but by understanding and applying Lewin's model of change, an organization could find its way to staying strong and agile in competition. For instance:
In healthcare, hospitals can apply the model when they introduce new patient care protocols in place.
In the education sector, they can alter their curricula to include the needs of new education standards.
In the corporate world, Lewin's model can be utilized for new technologies or the process meant to optimize the operations in the organizations.
All the above, show how the three stages of this model guide a place in managing the transition, resistance, and assimilation of changes into the organization's culture.
Kurt Lewin's change management model is a strong tool for understanding and guiding changes in organizations. His unfreezing, changing, and refreezing framework provides a structured way of approaching change and can potentially overcome resistance to it, instill new practices, and make the changes stick over time. You can join the change management training courses offered by the British Academy for Training and Development.