Page 38 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Unit 3: Models of Change

The Kurt Lewin model can help a leader do the following three steps: Notes
1. Make a radical change
2. Minimize the disruption of the structure’s operations
3. Make sure that the change is adopted permanently.

Kurt Lewin’s Change Theory

This three step model gives a manager or change agent an idea of what implementing change
means when dealing with people. The three phases of the Kurt Lewin model provide guidance
on how to go about getting people to change: a manager will implement new processes and
reassign tasks, but change will only be effective if the people involved embrace it and help
putting it into practice it.

Lewin’s Change Model – Unfreeze – “ready to change”

When a structure has been in place for a while, habits and routine have naturally settled in. The
organization as a whole is going in the right direction, but – as shown on the illustration –
people or processes may have strayed off course. For example, tasks that are not relevant or
useful anymore are still being performed by force of habit, without anyone questioning their
legitimacy. Similarly, people might have learned to do things one way, without considering
other, more efficient methods. Unfreezing means getting people to gain perspective on their
day-to-day activities, unlearn their bad habits, and open up to new ways of reaching their
objectives. Basically, the current practices and processes have to be reassessed in order for the
wheels of change to be set in motion.

Lewin’s Change Model – Change – “implementation”

Once team members have opened up their minds, change can start. The change process can be a
very dynamic one and, if it is to be effective, it will probably take some time and involve a
transition period. In order to gain efficiency, people will have to take on new tasks and
responsibilities, which entails a learning curve that will at first slow the organization down.
A change process has to be viewed as an investment, both in terms of time and the allocation of
resources: after the new organization and processes have been rolled out, a certain chaos might
ensue, but that is the price to pay in order to attain enhanced effectiveness within the structure.

Lewin’s Change Model – Freeze (sometimes called refreeze)- “making it stick”

Change will only reach its full effect if it’s made permanent. Once the organizational changes
have been made and the structure has regained its effectiveness, every effort must be made to
cement them and make sure the new organization becomes the standard. Further changes will
be made down the line, but once the structure has found a way to improve the way it conducts
its operations, “re-freezing” will give the people the opportunity to thrive in the new
organization and take full advantage of the change.
Kurt Lewin suggests that efforts to bring about planned change in organisation should approach
change as a multistage process (Lewin, 1951). His model of planned change is made up of three
steps – unfreezing, change, and refreezing – as shown in Figure 3.3.

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