What Is the Lewin’s Model for Change Management? (With Step-By-Step Guide)

Who is Kurt Lewin?

Before delving into the model, let’s briefly introduce the man behind it – Kurt Lewin. Born in 1890, Lewin was a German-American psychologist recognised for his significant contributions to social psychology and organisational theory. His groundbreaking work laid the foundation for various psychological concepts, including the field of organisational change.

What is Lewin’s Change Management Model?

Lewin’s Change Management Model visualises organisational change as a three-step process: unfreeze, change, and refreeze. The model emphasises the need to prepare for change, implement it effectively, and then solidify the new state to prevent regression.

• Phase 1: Unfreeze – The initial phase involves creating awareness about the need for change. Recognition of the existing issues and generating a sense of urgency among stakeholders is crucial. It lays the groundwork for the upcoming transformation.
• Phase 2: Change – This phase focuses on the actual implementation of the planned changes. Clear communication, education, and employee involvement are key components during this stage. The organisation undergoes the necessary alterations, whether in structure, processes, or technology.
• Phase 3: Refreeze – The final phase is about stabilising the organisation in its new state. Efforts are directed towards reinforcing the new behaviours, processes, and systems. The changes are integrated into the organisational culture to prevent a relapse into previous practices.

How to implement Lewin’s Change Management Model?

Now that we have a general idea of what the model looks like, let’s examine more deeply how to actually implement it.

Phase 1: Unfreeze

During the initial phase of Lewin’s Change Model, known as the ‘Unfreeze’ stage, the organisation grapples with the critical task of recognising the imperative for change. Acknowledging that the existing state is no longer sustainable or effective is a fundamental step toward initiating the transformation process.

This involves a comprehensive assessment of the organisation’s current practices, identifying areas of inefficiency, outdated processes, or factors hindering progress. The leadership must communicate this assessment transparently to employees and stakeholders, fostering a collective understanding of the need for change.

By providing a clear and honest evaluation, organisations can begin to dismantle complacency and instil a sense of dissatisfaction with the status quo. Generating a persuasive rationale for change is crucial for overcoming resistance and garnering support.

Leaders must articulate a vision of a future state of the organisation. By instilling a sense of urgency, organisations can motivate employees and other stakeholders to embrace change, fostering a collective commitment to navigating the challenges ahead.

Phase 2: Change

In the ‘Change’ stage, the organisation transitions from preparation to active implementation of planned adjustments. This requires a strategic, well-coordinated approach to introducing transformative elements such as restructuring, process redesign, or technology adoption.

The implementation of change is a multifaceted process that requires careful planning and execution. Organisations may need to reevaluate roles, streamline workflows, or embrace technological innovations to align with the desired future state. Leadership plays a crucial role in overseeing and facilitating these changes, ensuring a smooth and organised transition that minimises disruptions to day-to-day operations.

Communication and education emerge as pivotal components during this phase. Clear and transparent communication is essential to keep all stakeholders informed about the nature, scope, and purpose of the changes. This communication should not only address the ‘what’ but also provide insight into the ‘why’ behind the changes.

By fostering a deep understanding of the changes, employees are better positioned to adapt and contribute positively to the transformation. Leaders can actively encourage employee involvement, seeking their input and participation in the change process. This inclusivity helps build a sense of ownership and commitment among employees.

Refreeze

The ‘Refreeze’ stage is where the organisation consolidates the changes that have been implemented. This entails a deliberate effort to embed the changes into the organisational fabric, allowing them to become ingrained and accepted as the new norm. Leaders play a key role in maintaining a sense of stability and equilibrium during this phase, ensuring that the organisation does not revert to old practices and that the momentum for change is sustained.

Integral to the ‘Refreeze’ phase is the seamless integration of the implemented changes into the organisational company culture. This involves aligning the changes with existing values, norms, and practices. Policies and practices should be adapted to reflect the new state, reinforcing the idea that the changes are not merely temporary measures but integral components of the organisational DNA.

Regular reinforcement, communication, and recognition of the newly established norms contribute to solidifying the changes and creating a foundation for ongoing growth and adaptability.

Common questions regarding Lewin’s Change Management Model

Here are a few of the most common questions that arise regarding Lewin’s Model.

Why is Lewin’s Model good?

Lewin’s Model is valued for its simplicity and clarity. It provides a structured approach that helps organisations navigate the complexities of change. The three-phase framework is easy to understand and can be applied across various industries and organisational sizes.

What are the disadvantages of Lewin’s Change Model?

While Lewin’s Model has its strengths, it’s not without its limitations. One limitation is its linear nature, which may not fully capture the dynamic and iterative nature of some change processes. Additionally, the model might oversimplify the complexities associated with organisational change, potentially neglecting the human and cultural aspects.

What is the most difficult stage in the change process?

Identifying the most challenging stage in the change process is subjective and can vary across organisations. However, the unfreezing phase is often considered the most difficult. Overcoming resistance, conflict management, creating a sense of urgency, and gaining buy-in from stakeholders require strategic communication and leadership skills.

Step-by-step to Lewin’s Change Management Model

Though it may seem initially complex, Lewin’s Model can be broken down into many smaller, easier-to-execute tasks.

Unfreeze

1. Conduct a thorough assessment of current organisational practices to identify inefficiencies and barriers to progress;
2. Transparently communicate the assessment findings to employees, fostering a collective understanding of the need for change;
3. Generate a compelling sense of urgency by articulating the risks and consequences of maintaining the current course;
4. Communicate a vision of a future state that is not only desirable but essential for the organisation’s survival and growth.

Change

1. Transition from the preparatory phase to the active implementation of planned adjustments;
2. Employ a strategic and well-coordinated approach to introduce transformative elements such as restructuring, process redesign, or technology adoption;
3. Carefully plan and execute changes, including role reevaluation, workflow streamlining, and technological innovations;
4. Ensure leadership oversight to facilitate a smooth and organised transition, minimising disruptions to day-to-day operations;
5. Prioritise clear and transparent communication to keep stakeholders informed about the nature, scope, and purpose of changes;
6. Invest in comprehensive training and educational programs to equip employees with the necessary skills and knowledge;
7. Actively encourage employee involvement and participation in the change process to foster ownership and commitment;
8. Address concerns and resistance promptly to maintain momentum throughout the change initiative.

Refreeze

1. Consolidate the changes by stabilising the organisation in its new state;
2. Reinforce the adopted behaviours, systems, and processes to embed them into the organisational fabric;
3. Integrate the changes seamlessly into the organisational culture, aligning them with existing values , norms, and practices;
4. Ensure that transformed elements become intrinsic to the organisation’s identity, adapting policies and practices to reflect the new state;
5. Guard against the risk of regression to outdated methodologies by fostering cultural integration;
6. Regularly reinforce, communicate, and recognise the newly established norms to solidify the changes and create a foundation for ongoing growth and adaptability.

Lewin’s Model for Change Management remains a foundational and influential framework in the field. While it offers a valuable roadmap for navigating organisational change, it’s essential for organisations to consider its limitations and adapt the model to their specific contexts and needs. The ability to effectively manage change is a vital skill in today’s ever-evolving business landscape, and Lewin’s insights continue to play a significant role in guiding this process.