Lewin called the final stage of his change model freezing, but many refer to it as refreezing to symbolize the act of reinforcing, stabilizing and solidifying the new state after the change. Kurt Lewin developed a change model involving three steps: unfreezing, changing and refreezing. The reason, why he created the the 3-phases change management model, was foundet in his emigration in the time of the Second World War. It is important to aviod to go back to old structures. As a result of clear communication employees are more willing to accept to the new change of direction and they can let go of old. What does Kurt Lewin mean by 'Freeze'? It's often at this point that people laugh and tell me that practically there is never time for this 'freezing' stage.
Apart from this, the driving forces may originate within the organization through the efforts of the corporate leaders. Kurt Lewin and the planned approach to change: A re-appraisal. Stage 3: Refreezing The name is quite suggestive of what this stage is all about. It also ignores the roles of power, politics, and conflict in organizations, he argued. The Kurt Lewin is a useful way to understand this process and there are plenty of ideas of how this can be done. It involves making people aware of the need for change and improving their motivation for accepting the new ways of working for better results. Key to this is developing a compelling message showing why the existing way of doing things cannot continue.
The staff will need to understand how much more efficient the new method of electronic recording will be in comparison to the old handwritten process. Force field analysis requires the full participation of everyone involved to provide the accurate information required for an effective analysis. Time and communication are the two keys to success for the changes to occur. Using the analogy of a building, you must examine and be prepared to change the existing foundations as they might not support add-on storeys. With a new sense of stability, employees feel confident and comfortable with the new ways of working.
Only then the new situation can be stabilized and the employees will understand that there is no turning back. Once the people are ready, you can make the change. So be careful about thinking that a change process has a definite end, as the Lewin change management model might seem to suggest. It is believed that this stage of transition is not that easy due to the uncertainties or people are fearful of the consequences of adopting a change process. All too often, people go into change blindly, causing much unnecessary turmoil and chaos.
Refreeze The final stage of the Kurt Lewin three stage change model calls for the new methods, procedures, thought patterns, and behaviors to be cemented into place. Disclaimer Articles published on this site are based on the references made by the editors. Finally, you must solidify the new shape refreeze. Transition is a process that occurs within each of us. He called that process a transition. External forces may come from how managers are communicating with employees.
Understanding Lewin's Change Management Model If you have a large cube of ice but realize that what you want is a cone of ice, what do you do? Although you may hear people suggest that the patterns of change in modern businesses and lifestyles are transient to the point that many changes can never be solidified, after the manner called for by Lewin. International Journal of Scholarly Academic Intellectual Diversity; 8:1, 2004-2005. I'm known as an enthusiastic, insightful, and authentic professional. This is not an easy time as people are learning about the changes and need to be given time to understand and work with them. How to cite this article: Mulder, P.
After reading you will understand the basics of this powerful change management tool. Many in the Organizational change space think the model or theory is outdated. Are they caused by the way the organization is structured? In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. The management team will need to communicate the perceived benefits of the new electronic method, making sure to demonstrate how the pros outweigh the cons. Although this model establishes general steps, additional information must be considered to adapt these steps to specific situations.
Coram and Burnes 2001 considered the model most applicable in top-down, autocratic organizations. This is a common assumption and pitfall that should be avoided. In what ways do you think this model might be useful for you? Theories of change describe the effectiveness with which organizations are able to modify their strategies, processes, and structures. And it's just this that's drawn criticism to the Kurt Lewin model. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. Already motivated to change and generally aware of what changes are necessary, people who are allowed to achieve desired objectives on their own will generally have more commitment to those objectives than if those objectives were forced upon them by an external force. You may evoke strong reactions in people, and that's exactly what needs to be done.