The Kurt Lewin’s Change Model, which Kurt Lewin formulated, entails three stages: the unfreezing stage, the changing stage and then the unfreezing stage. The model is rather simple and practical, especially in relation to the appreciation of change processes. By and large, the model views change processes as entailing the development of the notions that specific changes are required, then advancing towards the desired and new behaviors, and ultimately affirming, or cementing, the behaviors as desirable norms (Leonard & McGuire, 2007). To date, the model is used widely. It continues serving as the foundation form numerous contemporary change models.
According to the model, the foremost organizational change stage is unfreezing. Prior to a change’s implementation, it is taken as being unfrozen first. Since numerous stakeholders in an organization will resist given changes naturally, the aim in the course of the stage is to make the stakeholders aware of how the extant acceptability and status quos impede the organization from realizing new successes or efficiencies. Old organizational structures, people, processes, and thought processes ought to examined cautiously to maintain or even create competitive advantages for the organization.
The aims ought to be communicated to the stakeholders so that they become aware of the necessity for given changes and their imminent nature (Leonard & McGuire, 2007; Phillips & Gully, 2013). As well, the aims are communicated so that the stakeholders understand the logic informing the changes, and the expected benefits from the changes’ implementation. The more the stakeholders appreciate given changes, the more they view them as urgent and necessary and the more they welcome them.
The changing stage sets in after the stakeholders have accepted the changes as urgent and important. Notably, Lewin viewed changes as processes where given organizations ought to transit to new conditions or states. The changing, or moving, or transitioning, stage is typified by the changes’ implementation. In this stage, the changes are actualized. It is as well, the stage in which many stakeholders struggle with the emerging actualities. The stage is defined by marked fear and uncertainty, which make it the most challenging of the three stages to conquer. When the stage is underway, the stakeholders start learning, as well as adopting, new thought processes, organizational processes, and behaviors.
Stakeholders who are readied for the step adequately complete it easily. Accordingly, time, support, communication and education are essential for the stakeholders as they become increasingly aware of the changes. Notably, to ensure that the changes’ implementation succeeds, the changes ought to be planned, as well as executed, cautiously in the stage. When the stage is underway, the stakeholders ought to be told repeatedly the logic of the changes and the expected attendant benefits (Cummings & Worley, 2015).
The final Kurt Lewin’s Change Model stage is the refreezing stage. It entails the reinforcement, stabilization, or solidification, of the resulting states following given changes’ implementation. In the stage, the stakeholders accept and refreeze the people, offerings, aims or organizational processes or structures resulting from the changes’ implementation. They constitute the new status quos or norms. Lewin viewed the refreezing stage as being particularly critical to make certain that individuals do not fall back to their old thought processes or behaviors (Leonard & McGuire, 2007). During the refreezing stage, it is important that the changes are preserved, integrated into the corresponding organizational changes and maintained as desirable norms.
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