For successful and effective change management in organizations, Kurt Lewin proposed a three-step model, Lewin’s Three-Step Model. This model involved three steps namely: unfreezing the status quo, changing to the desired end state, and refreezing the new change to make it permanent (Robbins, 2001).
Step 1: Unfreezing
Since most people are naturally resistive to change, the step focuses on sensitizing employees on how the current level of acceptability or rather, the status quo, is hindering the organization in some way. As such, past organizational structures, processes, habits, processes, behaviors, people and ways of thinking must all be carefully scrutinized to show the employees the degree of importance and necessity of change for the organization to be able to create and maintain a competitive edge in the marketplace through offering exclusive customer service (Cameron & Green, 2015). Therefore, communication is crucial at this stage so that the employees can be well-informed regarding the imminent change, the rationale behind it, and its benefits to them.
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Step 2: Changing
The implementation of change marks this transitioning or movement step. Although most employees are marked with fear and uncertainty at this step, eventually they begin to learn new processes, behaviors, and ways of thinking. Levasseur (2001) argues that thorough preparation for this step ensures easier completion of change thus communication, training and time are crucial for employees to be familiarized with change.
Step 3: Refreezing
This step involves stabilizing, reinforcing and solidifying the new state after the change. Therefore, the new changes in the organizational structures, people, processes, offerings, or goals and objectives are acknowledged and refrozen as the new status quo or norms. Robbins (2001) states that this step is particularly important in ensuring employees do not revert to the past behaviors, habits, and ways of thinking before the implementation of the change. As such, the change is required to be cemented into the organizational culture. Furthermore, acknowledgments and rewards to employees can be used for further reinforcement of the change within the organization.
References
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change . Kogan Page Publishers.
Levasseur, R. E. (2001). People skills: Change management tools—Lewin's change model. Interfaces , 31 (4), 71-73.
Robbins, S. P., & Judge, T. A. (2001). Organizational behavior.
