Lesson 2: Lewins Change Model

By: Vina Almeda

1. Unfreeze - Creation of motivation to change.

An organization must be prepared for any change which is about to occur. This process is known as 'unfreezing' and involves the investigation of resisting forces. Any premature unilateral or authoritarian increase in driving forces for change will, according to the Lewin model, be met by an equal and opposite increase in resisting forces.

No change will occur unless there is motivation within the organization to do so. If there is no motivation, it must be induced. This is often the most difficult part of any change process. Change not only involves learning, but unlearning something that is already present and well integrated into the personality and social relationships of the individuals. It is for this reason that an organizations culture can often act as a resisting force to change.

Practice: The following methods are often used by managers and OD consultants to unfreeze an organizational system:

• Disconfirmation or a lack of confirmation of present behaviours or attitudes.
• Creation of guilt, discomfort or anxiety to motivate change.
• Creation of psychological safety by reducing barriers to change or reducing threat caused by past failures.
• Provision of information to employees and stakeholders giving knowledge of the first stage of the change process.

2. Change - Adjusting the equilibrium.

Developing new attitudes, beliefs, values and behaviours based on new information. Once the resisting forces have been investigated, understood and minimized, the change can be implemented. Resisting forces are reduced and driving forces increased. Doing so adjusts the position of equilibrium towards the desired balance position.

Practice: There are three main approaches with which change may be implemented:

• Rational - Empirical

Change, or OD, is seen as a process of rational persuasion whereby the benefits of the change are logically explained to those who are influenced by it.

• Normative - Re-educative

This approach also assumes employees are rational individuals, but acknowledges the existence of socio-cultural norms within organizations. It challenges established values, beliefs, attitudes and norms and re-educates employees into the new techniques of working.

• Power - Coercive

This method of change involves a process of the imposition of legitimate authority. Feedback may be denied and no alteration to plans may take place as a result of resistance. This approach simply forces through change by authority.

Practice: Methods used by managers and OD consultants to lead change:

• Establishing a sense of urgency.
• Forming a powerful leading coalition.
• Creating and communicating a vision.
• Empowering others to act on the vision.
• Planning for and creating short-term wins.
• Institutionalizing new approaches.

3. Refreeze - Making routine.

For a change to become routine and accepted into the day-to-day practices of an organization, the organization must go through the final stage of refreezing the organizational system. A variety of strategies may be adopted to achieve this, including new rules, regulations and reward schemes to reinforce the change process and maximize the desired behaviors of staff or employees.

Reflection:

This change model process creates the need for change in order for the organization to be a better one. In my opinion, this process will help the organization and its members change on how they view things. They will be able to come up with more efficient outcomes and they will be able to attain their objectives more effectively. There would be certain situations wherein there is no problem occurring within the organization. Yet there would be alternatives and solutions that will fit best to the given situation rather than the previous alternative.

Reference: Whole article from-- http://www.unfortu.net/~rafe/links/change.htm