lewins change theory

Lewin’s Change Theory |

Kurt Lewin’s Change Management Theory, is a time-tested, easily applied field theory that is often considered the epitome of change models, suitable for personal, group and organizational change. Kurt

Lewin, (1890 – 1947) a Gestalt social psychologist, has been acknowledged as the “father of social change theories” since several contemporary models are at least loosely based on Lewin’s work. He is also lauded as the originator of social psychology, action research, as well as organizational development.

Lewin’s change theory is a ‘planned change’ guide that consists of three distinct and vital stages:

·         Unfreezing Stage

·         Moving to a New Level or Change Stage

·         Refreezing stage

finding a method of making it possible for people to let go of an old pattern that was

counterproductive in some way. This is the stage where the desire to change occurs, or at least the recognition that change is needed. An example is moving from a paper based documentation system to an electronic system, in an organization where paper trails have become unmanageable and archaic. Unfreezing the present Forces that maintain current behavior are reduced through analysis of the current situation. Imperatives for change are realized through dialogue and re-educational activities   such as team building, personal development, and brain-storming. The more transparent and   inclusive the process is, the more readily people move through the unfreezing stage.

Moving to a new level or Change

The second stage involves a process of change–in thoughts, feelings, behavior, or all three, that is in some way more liberating or more productive than doing things the old way. During this stage, the people involved (change target group) are convinced that the new way is better than the old. Having analyzed the present situation, new structures and processes are put in place to achieve the desired improvements. This is the most time-consuming, costly, yet productive stage as far as tangible results go.

(Kaminsk, March 24, 2011)

Refreezing

The third and final stage consists of establishing the change as a new habit or process, so that it

now becomes the “standard operating procedure” or status quo. Without some process of

refreezing, it is easy to backslide into the old ways of doing things. Rewards, support, and

champion leadership continue to be important through this stage, which is essentially ongoing until the next major change is needed. The changes implemented are ‘frozen’ in place to ensure that they become part of normal working procedures. This is done by establishing supportive mechanisms such as policies, rewards, ongoing support, and a solid orientation to the new system for incoming personnel.

Bibliography

Kaminsk, J. (March 24, 2011). Lewin’s Change Theory. CJNI Journal.