More Change Management Templates and Examples

Kurt Lewin's Change Model

Kurt Lewin's Change Model

Kurt Lewin's Change Management Model

Kurt Lewin's Change Management Model

ADKAR Assessment Template

ADKAR Assessment Template

Kotter's 8 Step Change Model

Kotter's 8 Step Change Model

Force Field Analysis

Force Field Analysis

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Guide and Best Practices

Kurt Lewin’s Change model is one of the frameworks used for understanding and managing organizational change. Introduced in 1947 by Kurt Lewin as an approach to change management, the three step model (Unfreeze-Change-Refreeze) is still widely used by organizations to institute change. Lewin stated that change for an individual or an organization is a complicated journey and may involve several stages of transition and misunderstanding before accomplishing a state of equilibrium. Using the analogy of changing a block of ice into a cone of ice, he explains how to implement change successfully; first melt the block of ice to change it, mold the ice water into the desired shape, solidify or refreeze the mold to make the change permanent.

The Three Steps of Lewin’s Change Theory

  • Unfreeze

    • In this initial stage of change, readiness of change should be ensured. This entails preparing the organization to understand and accept the criticality of the need for change.
    • Conduct a current state assessment to understand what needs to be changed and break down the status quo challenging the existing practices and introducing new ways of doing things.
    • This stage also requires gathering support fro key stakeholders for initiating change.
    • Clearly communicate the vision of transformation and the need for change across the organization.
    • Address any employee skepticism and apprehension towards change by continuously explaining the need for discontinuing the existing ways.
  • Change

    • Once everyone is ready to make the transition, it’s time to actually implement the required changes. This period of transition is often difficult for the people involved as it brings with it many uncertainties, therefore time should be allowed for them to adjust.
    • Meanwhile, throughout this stage, the leadership should continue to consistently communicate the need for, benefits, and effects of transitioning to employees and hence prepare them for the future. Conduct regular sessions to answer their queries and uncertainties.
    • In addition, the senior management can role model the desired behaviors and attitude and empower and motivate the rest of the employees.
  • Refreeze

    • This stage involves reinforcing and institutionalizing the implemented changes and ensuring that they are widely accepted, and constantly utilized, and embraced by employees. The aim of this stage is to instill a new sense of stability and confidence in what they perform, and help them feel comfortable in the new ways of working.

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