Page 39 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Organization Change and Development

Notes
Figure 3.3: Lewin’s Process of Organisational Change
Unfreeze Change Refreeze
Old (Awareness (Movement (Assurance New
State of need for from old state of permanent State
change) to new state) change)

Unfreezing is the process by which people become aware of the need for change. It people are
satisfied with current practices and procedures, they may have little or no interest in making
employees understand the importance of a change and how their jobs will be affected by it. The

employees who will be most affected by the change must be made aware of why it is needed,
which in effect makes them dissatisfied enough with current operations to be motivated to
change.
Change itself is the movement from the old way of doing thing to a new way. Change may entail
installing new equipments, restructuring the organisation, implementing a new performance
appraisal system - anything that alters existing relationships or activities.

Refreezing makes new behavior relatively permanent and resistant to further change.

Example: Refreezing techniques include repeating newly learned skills in a training
session and role-playing to teach how the new skill can be used in a real-life work situation.
Refreezing is necessary because without it, the old ways of doing things might soon reassert
themselves while the new ways are forgotten.

Example: Many employees who attend special training sessions apply themselves
diligently and resolve to change things in their organisation. But when they return to the
workplace, they find it easier to conform to the old ways then to make waves. There usually are
few, if any, rewards for trying to change the organisational status quo. In fact, the personal
sanctions against doing so may be difficult to tolerate.

3.2.3 The Continuous Change Process Model

Figure 3.4: Continuous Change Process Model of Organisation Change

1. Forces for 2. Recognise and 3. Problem solving
change
define problem process

Change Agent

5. Measure, 4. Implement Transition
evaluate, control the change Management

Perhaps because Lewin’s model is very simple and straightforward, critically all models of
organisation change use this approach. However, it does not deal with several important issues.
A more complex and more helpful approach is illustrated in Figure 3.4.

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