Stage 1: Melting, the start of the process

The first stage of Lewin’s model is the meltdown. This is the phase during which you prepare your team for change. You need to deconstruct old working patterns and habits and create a sense of dissatisfaction with the status quo. This is a crucial step, because without it, your team may resist change.

Melting down can be a difficult process. It involves questioning ways of doing things that may be deeply rooted in your business. But it is a necessary step in creating the impetus for change.

Stage 2: Change, the pivotal stage of the process

The second stage of Lewin’s model is the change itself. This is where you implement the new ways of working. This phase often involves a degree of uncertainty and a feeling of instability. That’s why it’s important to support your team during this period.

Change is not a linear process. There can be setbacks and challenges. The key is to remain flexible and resilient, and always keep the end goal of the change in mind.

Stage 3: Re-engineering, anchoring the new model

The third and final stage of Lewin’s model is redesign. This is the phase during which you consolidate the new working methods and ensure that they become the new norm. It’s a vital step in ensuring the sustainability of change.

Redesign often involves reinforcing the new ways of working with rewards and incentives. It also requires regular monitoring to ensure that the change is firmly embedded in the organisation.

How change management works over time?

Lewin’s model is a valuable roadmap for navigating the change process. It helps you to understand that change is not a one-off event, but a process that requires preparation, implementation and follow-up. With these three stages clearly defined, you are better equipped to manage change within your business and ensure a competitive future for your organization.

Resistance to change: how can it be overcome?

Resistance to change is an inescapable factor in any change management process, and it is crucial to address it correctly to ensure the successful implementation of change. According to Lewin’s model, resistance to change occurs mainly during the first melting-pot stage, when old ways of working are called into question. Resistance can manifest itself in different ways, ranging from anxiety about the unknown to open defiance.

It is essential to understand that resistance is not necessarily bad. In fact, it can be a valuable source of feedback for your project management team. Resistance can indicate sticking points, unresolved issues or legitimate concerns that need to be addressed.

To overcome resistance, it’s crucial to communicate openly and honestly with your team. Explain why the change is necessary, how it will benefit the company and each individual. Involving your team in the change process can help to increase their sense of control and reduce their resistance.

FAQ

Why is the unfreeze stage critical for implementing change within a company?

The unfreeze stage of the change management model, as articulated by Kurt Lewin, is critical because it breaks down existing mindsets and creates readiness for change. This process helps in reducing resistance among employees and prepares them psychologically for the transition. It lays the groundwork for effective change initiatives within organizations, ensuring that the subsequent stages of the model can be executed smoothly. Support from leaders during this phase is essential to foster a positive environment, encouraging employees to embrace the upcoming changes and move away from the organizational status quo.

How can management effectively support employees during the unfreeze stage?

Management can support employees by communicating transparently about the reasons for change, involving them in the planning stage, addressing concerns openly, and demonstrating leadership commitment to the organizational transformation process. By applying Lewin’s change model—comprising the unfreeze, change, and refreeze stages—companies can effectively manage resistance from employees and foster a continuous change environment within their organizations. Engaging leaders and groups throughout this process is essential for successful organizational change initiatives.

What common forms of resistance might employees exhibit during the change process?

Employees may exhibit resistance to organizational changes through decreased productivity, increased absenteeism, negative attitudes, vocal opposition, reduced collaboration, or passive-aggressive behaviors toward new initiatives. This resistance often arises during the stages of change outlined in Lewin’s change model, specifically during the unfreeze stage. For effective management of this process, it is crucial for leaders to provide adequate support to employees. By recognizing the potential for resistance and utilizing Lewin’s model, organizations can better navigate these challenges and move toward the refreeze stage, ensuring that the changes are sustained within the company culture. Continuous engagement and communication with employees can facilitate a smoother transition through the change model, ultimately benefiting the entire group and the business as a whole.

How can leaders address resistance to change in organizations using Lewin’s model?

Leaders address resistance by unfreezing old patterns through clear communication, facilitating the transition with support and training, then refreezing by reinforcing new behaviors.

In what ways can companies prepare employees for the transition during the change stage?

Companies can prepare employees through comprehensive training programs, providing necessary resources, establishing support systems, setting clear expectations, and offering continuous guidance throughout implementation.

What role does communication play in the change process according to Lewin’s model?

Communication is essential throughout all stages, building awareness during unfreezing, guiding implementation during change, and reinforcing new practices during refreezing for sustainable transformation.

Articles about Change & Management Models

• Adkar Change Management Model
• Bridges’ Transition Model
• John Kotter's 8 stages of change
• Nudge Theory and Change Management
• Satir change management model

This article has been written by Marc Prager.