Organizations need change management to adapt to changes with the least challenges possible. Lewin’s Change Management Model is one of the frameworks for the successful adoption of the change in a company (Hussain et al., 2018). It is a three-step model that helps create permanent alterations by analyzing potential challenges and letting employees understand the necessity of changes.
Lewin’s model consists of three characteristics and suggests that the change process must be thoroughly planned before implementation. The first feature, unfreezing, needed to show the necessity of upcoming changes through communication and knowledge sharing to deal with change resistance. According to Hussain et al. (2018) and Rosenbaum et al. (2018), this phase aims to break down the current status quo before establishing the need for change. The second characteristic is change, which solves the uncertainties established during the unfreezing stage. The organization must transition to a new state where change is implemented at this stage. Stakeholders of a company struggle with the new reality at this phase. Thus, people start dealing with and learning new processes and behaviors. The ease of coping with this stage makes it easy for an organization to implement change (Rosenbaum et al., 2018). The last characteristic is refreezing, which is required to stabilize and solidify changes; and make sure it has become the new norm to prevent reverting. The changes made in an organization are now acknowledged and refrozen to the new norm.
Lewin’s Change Management Model includes three steps that allow the successful implementation of changes. Unfreezing, changing, and refreezing create a solid base for upgrading a company system to a new one (Hussain et al., 2018). The model is designed to help employees recognize the importance of changes through communication and involvement in the process. If executed properly, the use of the model leads to solidifying changes and making them completely integrated into the company’s processes.
References
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. Web.
Rosenbaum, D., More, E., & Steane, P. (2018). Planned organisational change management: Forward to the past? An exploratory literature review. Journal of Organizational Change Management, 31(2), 286-303. Web.