{"id":4486,"date":"2019-02-22T10:48:21","date_gmt":"2019-02-22T15:48:21","guid":{"rendered":"http:\/\/flevy.com\/blog\/?p=4486"},"modified":"2020-12-19T20:30:53","modified_gmt":"2020-12-20T01:30:53","slug":"lewin-3-step-change-model-a-simple-yet-effective-framework-to-manage-change","status":"publish","type":"post","link":"https:\/\/flevy.com\/blog\/lewin-3-step-change-model-a-simple-yet-effective-framework-to-manage-change\/","title":{"rendered":"Lewin 3-Step Change Model: A Simple Yet Effective Framework to Manage Change"},"content":{"rendered":"

\"\"The rapidly evolving world necessitates organizations to change quickly to keep pace. \u00a0Organizations that are able to manage change well flourish, whereas those that don\u2019t risk disruption or closure.\u00a0 Managing Transformation<\/a> varies greatly based on the nature of business and the people involved. \u00a0It also depends on how well people understand the change process.<\/p>\n

Various frameworks and models have been formulated to manage change.\u00a0 Lewin\u2019s Change Management Model<\/a> is one such framework for understanding and managing organizational change in a simple and easy-to-understand way.\u00a0 Presented in 1947, Kurt Lewin\u2019s approach to\u00a0Change Management<\/a>\u00a0is still widely used by organizations to institute change.<\/p>\n

According to Lewin, 3 steps are essential to make change successful.\u00a0 Recognition of these distinct stages of change enable the leaders to effectively plan the execution of desired change:<\/p>\n

    \n
  1. Unfreeze<\/strong><\/li>\n
  2. Change (or Transition)<\/strong><\/li>\n
  3. Freeze (or Refreeze)<\/strong><\/li>\n<\/ol>\n

    \"\"<\/a><\/p>\n

    Let\u2019s, now take a deeper look at the 3 stages of change.<\/p>\n

    1. Unfreeze Stage<\/h2>\n

    The Unfreeze stage encompasses ensuring readiness of change, by preparing the organization to understand and accept the criticality of the need for change.\u00a0 4 key steps describe the Unfreeze stage:<\/p>\n

    Ascertain the need for change<\/strong><\/p>\n

    The first step during the Unfreeze stage warrants undertaking the Current State Assessment (CSA)<\/a> of the organization to identify what needs to change and why. \u00a0The step also warrants breaking down the status quo, challenging the existing behaviors, revising the prevalent practices, and creating new ways of doing business.<\/p>\n

    Gather support <\/strong><\/p>\n

    Next, the leadership needs to draw support for change from key people in management and across the organization through Stakeholder Analysis<\/a> and Stakeholder Management<\/a>, and outline it as one of the foremost priority for the enterprise.<\/p>\n

    Develop the strategy and plan to communicate the need for change<\/strong><\/p>\n

    Subsequently, senior management should work on utilizing the organizational vision and strategy to substantiate the communication of the vision for transformation and the need for change across the board.\u00a0 This demands planning and developing persuasive messages and organized sharing mechanisms.<\/p>\n

    Appreciate and manage any reservations and uncertainties<\/strong><\/p>\n

    This step encompasses addressing any employee skepticism and apprehensions towards change by consistently depicting the reasons for discontinuation of existing ways of doing business to enable people embrace the need for change.<\/p>\n

    Leaders may need to manage the state of equilibrium of the organizational culture by balancing counteracting forces\u2014different factors that drive or resist change\u2014with the help of \u201cForce Field Analysis.\u201d \u00a0The Force Field Analysis means a thorough evaluation of the pros and cons of change.\u00a0 If the forces favoring change outweigh the factors resisting it, the change will happen; otherwise, the change agenda may fail.<\/p>\n

    2. Change (or Transition) Stage<\/strong><\/h2>\n

    Once people are ‘unfrozen’ and ready to move towards the desired state, the transition sets in which signifies making the required changes. \u00a0This time is often difficult for the people, as at this stage they are uncertain about the future, are new to the changes, and need time to grasp and adjust to them.<\/p>\n

    4 steps are critical to manage the transition (change) stage:<\/p>\n

    Communicate methodically and consistently <\/strong><\/p>\n

    Throughout the planning and implementation of the transition stage, leadership needs to clearly articulate and share the influence, effects, and benefits of transformation across the organization, and prepare everyone for the future.<\/p>\n

    Dismiss\u00a0<\/strong>hearsay<\/b><\/p>\n

    The senior leaders should support the people by holding regular sessions to candidly answer their queries, straightaway sort out any issues, and convey the need for change as an operational necessity.<\/p>\n

    Encourage action<\/strong><\/p>\n

    Next, the senior management needs to role model the desired behaviors and mindsets, plan and deliver quick wins to keep the stakeholders motivated, and empower people to come up with solutions to tackle new issues and routine matters.<\/p>\n

    Engage people<\/strong><\/p>\n

    The next step comprises involving the people in the process, allowing them time to shift, and talking to external stakeholders (e.g., employee organizations) if required.<\/p>\n

    4. Freeze (or Refreeze) Stage<\/strong><\/h2>\n

    By freezing or refreezing, Kurt Lewin means reinforcing and institutionalizing the desired changes, ensuring they are widely accepted, utilized all the time, and incorporated into the business and the organizational culture. \u00a0Implementation of the freeze stage instills a new sense of stability in employees, they feel confident, form new relationships, and become comfortable with the new ways of working.<\/p>\n

    Successful implementation of the freeze stage rests on 4 practical steps:<\/p>\n