Lewin's Change Management Model

In the mid-20th century, social psychologist Kurt Lewin first described the process of change. The model shows how collective mindsets are broken down to enable change

• unfreezing (when inertia is overcome, and existing habits and mindsets are broken down). Lewin sees three activities in this ‘unfreeze’ stage

  1. Clearly define the current situation. The more collaborative this process can be, the more effective it is. This is both because people will be more committed to a picture they have defined and because the involvement of more people will make it a richer, fuller picture.

  2. Create a vision of the desired end state. Again, the richer, fuller and more attractive this can be – and the more people who contribute – the better.

  3. Identify the forces that will help to drive and resist the change, increasing the driving forces identified and decreasing the resisting forces. Once again, this is best carried out by a group of those leading and affected by the change. (Read more: Lewin's force field analysis)

     
     

• change (a period of confusion as old ways of being are challenged but as yet the future way of being is not clear);

  • plan is followed to implement the intended change(s). Involve people

    and maintain the safe learning environment that Schein prescribes for the unfreeze

    stage, allowing experimentation over solutions to problems. Provide great role

    models with whom people in change can identify.

    
    

• refreezing (when new mindsets and habits are formed and become established, and a degree of psychological comfort is restored)

  • This is the stage at which new work practices become new work habits, and when

    new ways of thinking become the conventional wisdom. It is a time for vigilance on

    the part of change leaders, who must address any tendency for people to talk, think

    or act in line with the old ways. At this stage it is appropriate to reward behaviours

    and results that are aligned with the changed environment.

When to use Lewin's Change Management model

Lewin's CMM is used when there is a significant organizational change, when the change is complex and involves multiple stakeholders. Suitable for situations where a structured approach to change is needed, especially when there is a need to involve and gain the acceptance of employees and other stakeholders in the change process.

Few scenarios are:

1. Organizational Restructuring: For significant structural changes, such as mergers,

   acquisitions, or reorganizations.

2. Process Reengineering: When processes need to be redesigned and streamlined for

   increased efficiency and effectiveness.

3. Technology Implementation: Introducing new technologies or systems often requires

   changes in work processes and employee roles.

4. Cultural Change: Changing the organizational culture, values, and beliefs requires a shift in employees' mindsets and behaviors.

5. Quality Improvement Initiatives: Implementing programs such as Six Sigma or Total

   Quality Management involves changing how work is done to achieve higher quality standards.

6. Leadership Changes: Change in leadership, whether it's a new CEO or a change in

   management style.

Lewin's model is not used in the cases of:

1. Rapidly changing industries, Minor change initiatives and crisis management scenarios where unfreeze-change-refreeze process may become slow and rigid.

2. There is an overwhelming resistance to change within the organization.

3. Large and Complex organizations or organizations that work in global and multicultural settings - these organizations require more custom and scalable approaches.