Lewin’s Change Management Model is a widely recognized framework for understanding organizational change. Developed by Kurt Lewin in the 1940s, the model outlines three primary stages that organizations typically go through when implementing change:
- Unfreezing: This stage involves preparing the organization to accept that change is necessary. It requires breaking down the existing status quo before building up a new way of operating. This may involve challenging current beliefs, values, attitudes, and behaviors.
- Changing (or Transitioning): Once the organization is unfrozen, it can move to the next stage, where the actual change occurs. This is the phase where new processes, behaviors, and ways of thinking are introduced. It can be a challenging period as people are adjusting to new ways of working.
- Refreezing: After the change has been implemented, the final stage is to refreeze. This is when the organization solidifies the new state by establishing stability, making the change a permanent part of the organizational culture. New policies, procedures, and practices are put in place to ensure that the change is sustained.
Lewin’s model is praised for its simplicity and ease of application, making it a popular tool for managers and change practitioners. However, it has also been criticized for being too linear and not taking into account the complexities of modern organizations, where change is often continuous rather than a one-time event.
