The organizational processes do not have to be complex processes. Lewin’s change model reduced the complexities in three simple methods. I agree with Lewin’s developed change model that comprises of three methods: refreezing, unfreezing and changing. The model is a representation of simple but practical ways of comprehending a change process. The model satisfied my expectation of creation of a perception that change is required, followed by the moving forward towards a new and desirable stage of behavior and concluding that the fresh behavior is a solid new norm. The basis of many modern change models have been attributed from Lewin’s model and is widely utilized.
Unfreezing
When dealing with food that had earlier on been frozen, they need or are required to be defrosted, or else they will not turn into a meal. The same concept can be applied to change. Before making any changes or implementation of changes, there must be an initial process of unfreezing. A lot of individuals are likely to resist change, the main agenda during the unfreezing stage is making sure that there is awareness regarding the status quo or the present stage of acceptance, are likely hindering agendas of the organization. Some of the things that should be addressed are the old behaviors, process, individuals and the structure of the organization should be delicately be evaluated, to demonstrate to the employees how necessary change is, especially to the organization in the creation and maintenance of a competitive advantage in the market. In the unfreezing stage essential factors such as communication are very important, employees should be involved and informed regarding the imminent changes, the reason behind and the overall benefits for each (Cummings, Bridgman, & Brown, 2016). The model's idea is to lure employees into knowing about a change and feel that it is necessary and urgent so that they can be motivated in accepting the change.
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Changing
At this stage are ‘unfrozen' thus can start moving. Lewin had the notion or perspective that change is a process whereby an organization should transition and become a new state of being. At this level, the change has now implemented a state where a change now turns into reality. It is a level that is observed with uncertainty and fear, and the stage is observed as complex to overcome. In the process of changing, individuals are likely to acquire new forms of behaviors, processes, and manner of thoughts. When the employees are prepared at this stage, they are likely to complete it quickly. Aspects such as communication, education, and support are essential for the employees as they adapt to change (Hassan, 2018). When the employees are involved in the process, they should constantly be reminded regarding the reasons behind the change and the benefits that they are likely to reap when change is implemented.
Refreezing
The final step in Lewin's model is referred to as the freezing, a process of symbolizing an act of stabilizing and reinforcing the newly implemented state of change. The changes that have been made in the organization, goals, processes, and structure are now taken into consideration and finalized then refrozen and now taken as the new set of norms. Lewin's referred the stage to be very important, especially in ensuring that people do not forget and revert to their older ways of doing things. A lot of effort is supposed to be implemented to ensure that the change is not lost. The change should be solidified into the organization's culture and bolded as the only way of doing things (Hussain, Akram, Haider, Hussain, & Ali, 2018). When the refreezing process is being implemented taking a step forward and backward is very common especially when organizations overlook the refreezing stage.
In conclusion, the basis of many modern change models has been attributed to Lewin's model and is widely utilized. During the unfreezing stage, the main agenda is the unfreezing stage is making sure that there is awareness regarding the status quo or the present stage of acceptance, are likely hindering agendas of the organization. In the changing process, the change has now implemented a state where a change now turns into reality. The refreezing process involves symbolizing an act of stabilizing and reinforcing the newly implemented state of change. Change does not have to be complex, through following Lewin's model and adaptation of new norms and behaviors would be very easy.
References
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human relations , 69 (1), 33-60.
Hassan, A. T. (2018). Organizational Change Management: A Literature Review. Available at SSRN 3135770 .
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.
