Several businesses find themselves steadily experiencing changes. This happens due to the pressing need to respond to the pressures from the business environment. There are ever-increasing pressures due to the constant rise in international business competition and other additional business drivers. Some of the drivers include the emergence of new business technologies, changes in business legislation, strategic and commercial considerations such as the need to reduce the cost of production and to maximize production.
This model illustrates a three-step change process, which is Unfreezing, moving, and refreezing. Unfreezing is the act of building inspiration and willingness for change in an organization or business. According to Lewin, this is instigated when the organizational equilibrium becomes unstable. Moving describes the process of assessing the change and establishing suitable propagation techniques. Refreezing is the last step, and it means assimilating the change into the business or organization and recommencing its coordination and management. This model describes the activities that an organization engages in order to recover its equilibrium. During unfreezing, there is recognition of a triggering change, while the refreezing stage mainly involves reacting to the triggering change and the successive secure state of the organization.
I would use Lewin’s model because it provides an understandable and practical framework and tools for the organizational change process. It presents an excellent technique that enables the administration team to discuss and agree on the prevailing facilitating and resisting forces and to use the analysis to determine the next step in the change process.