Supporting Change In An Organisation Essay

No matter how easy is may seem on the surface, the unfreezing, moving and refreezing stages of Lewin’s 3-Step model must be taken (Lewin, 1946). These stages are difficult and persistence by the organization in sticking to its objectives for growth and improvement must remain a top priority. In reality no matter how many positives a new idea is there will always be resistance when it is introduced. Change management is therefore central to the process of making the transition from the old system to the new and change management practices should be employed throughout the transition (ITIL,

Lewin’s change theory involved applied behavioral science, action research and planned change each of which is necessary to examine during the implementation of change programs (Burnes & Cooke, 2012). Lewin’s field theory involves a number of concepts that can be used as a guide to help understand the forces that comprise group dynamics within their life space or environment. Lewin’s framework also explains the totality and complexity of people’s behavior within a social setting that can be modified to bring about successful change.

In the 3-step model for successful organizational change, Kurt Lewin argues that successful change in organizations follows 3 steps:

The model represents a very simple and practical model for understanding the change process. For Lewin, the process of change entails creating the perception that a change is needed, then moving toward the new, desired level of behavior and finally, solidifying that new behavior as the norm. The model is still widely used and serves as the basis for many modern change models.

Lewin's concern is about emphasising the change and make sure that the desired change is established and continued into the future. By not doing this, might force people to go back while doing what they are used to.

Change theories. Kurt Lewin’s three step change process can be used to promote change within the units that will be affected by this DNP project. Lewin’s theory states that for change to be successful, three steps need to occur: unfreezing from the

Over 60 years have passed since Kurt Lewin introduced his Unfreezing-Changing-Refreezing Model. His model is often considered invalid due to the specific beginning, middle, and end of his model. Today, change is continuous and fluid which critics have argued is not recognized by Lewin’s model. However, the following paragraphs will examine how Lewin’s Model is still applicable in today’s change management world.

Lippitt et al. return to Lewin’s Refreezing stage with phase six: The generalization and stabilization of change. A critical factor in the stabilization of change is the spread of change to neighboring systems. A change is much more likely to be retained if reinforced by colleagues’ usage. The final phase, achieving a terminal relationship, focuses on preventing a dependency on the change agent for support and developing a form of client self-reliance for future problem-solving. Lippitt et al. issue a final caution, noting that the seven phases present are not always sequential, and the phases can overlap or repeat themselves throughout the change process.

According to Kurt Lewin’s change model (1947), there are three aspects of managing organizational change: unfreezing, change intervention and refreezing. By observing the change model, all four characters are seen to go through the freezing stage when they found the first cheese station.

When changes are inevitable, the leaders usually design some adequate steps to make the change go smooth, effective and permanently. Kurt Lewin argued that successful change in organizations should follow three steps:

Effects of change - Employees are confused about the future and have no clear picture of the effects of change.

Lewin’s model discussed three phases that are necessary for the change agent to utilize so before the intended change get adopted into the system. The first phase is unfreezing and it involves finding the best ways for motivating individuals or groups into changing their old habits. For unfreezing to be accomplished, driving forces for eradicating the old habits must be increased as well as the restraining forces that inhibit new change must be eliminated. In the second phase of moving, people’s habits, beliefs, and ways of thinking are liberated as they transition into the new change. The third phase is the refreezing where stability is established and the new adopted practices become the operational practices. It is very crucial to achieve the final stage to make sure that people are not tempted to revert back into their old habits (Petiprin,

Lewin’s change model is consisting of three steps: unfreeze, change, refreeze. When Kotter is suggesting an expanded version, which consists of eight steps model, where steps one to four are representing the unfreezing, steps five to seven represent changing and the last eighth step stands for refreezing.

Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Re-appraisal. J Ma

Some of these factors are macro and micro economics policies, global climatic conditions, unemployment poverty, inflation, politics and difference in political ideologies, technological advancement. According to PEST model, the background to change that exists in today’s economy can be categorised as political influence, economic circumstances, social factors and technological component.