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Transcript of Kurt Lewin’s Three Stage Model
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Kurt Lewin’s Three stage modelApproaches to Managing Organizational Change
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Prepared
By
Kindly restrict the use of slides for personal purpose
Please see! permission to reproduce the same in pu"lic formsand presentations
Manu Melwin #oy
Assistant Professor
ahia %chool of Management
%tudiesKerala& $ndia
Phone ' ()**++,,,*
ail ' manu-melwin.oy/yahoocom
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Three stage model•
One of the cornerstonemodels for understandingorganizational change wasdeveloped by Kurt Lewinback in the 1940s and stillholds true today!
• "is model is known as0nfreeze ' Change '1efreeze refers to the
three#stage process ofchange he describes!
• Kurt Lewin a physicist aswell as social scientist
e%plained organizational
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&hree stage model
Unfreezing RefreezingMoving
•
Provide rationalefor change
• Create minor
levels of
guilt/anxiety about
not changing
• Create sense of
psychological
safety concerning
change
•
Provide informationthat suspects
proposed changes
• Bring about actual
shifts in behavior
•
Implement neevaluation systems
• Implement ne
hiring and promotion
systems
!urt "ein
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&hree stage model
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Three stage model
•
'nfreezing is the process whichinvolves (nding a method of makingit possible for people to let go of anold pattern that wascounterproductive in some way!
• 'nfreezing is necessary to overcome
the strains of individual resistanceand group conformity!
• 'nfreezing can be achieved by theuse of these three methods!
– )ncrease the driving forces that direct
behavior away from the e%istingsituation or status *uo!
– +ecrease the restraining forces thatnegatively a,ect the movement fromthe e%isting e*uilibrium!
– -ind a combination of the two methods
listed above!
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Three stage model• .ovement stage involves a process of
change in thoughts& feeling& "eha2ior&or all three that is in some way moreliberating or more productive!
• Once team members have opened uptheir minds change can start! Thechange process can "e dynamic andif it is to be e,ective it will probably takesome time and involve a transition period!
• )n order to gain e/ciency people willhave to ta!e on new tas!s andresponsi"ilities& which entail a learningcurve that will at (rst slow the
organization down!• change process has to be viewed as an
in2estment& "oth in terms of timeand the allocation of resources3 afterthe new organization and processes havebeen rolled out!
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Three stage model
• hange will only reach its fulle,ect if it2s made permanent!Once the organizationalchanges have been made andthe structure has regained itse,ectiveness e,orts should bemade to cement them andma!e sure the neworganization reaches thestandard
• 3e#freezing5 gives people theopportunity to thri2e in thenew organization and ta!efull ad2antage of the change!
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Changing People# $ome Basic
$teps
1ecognizing theneed for change
Attempting tocreate a new stateof a4airs
$ncorporating the changes&creating and maintaining anew organizational system
%tep ,3 0nfreezing
%tep 53 1efreezing
%tep 63 Changing
C u r r e n t
% t a t e
7 e w % t a t e
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Case study
• &he oil company had threedivisional o/ces in the 6est
located in 7eattle 7an-rancisco and Los ngeles!
•
The decision was made toconsolidate the di2isions into a single regional o8ce to"e located in %an 9rancisco!
• &he reorganization meant
transferring over 180employees eliminating some
duplicate managerial positionsand instituting a new hierarchy
of command
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0791::;$7<
•
&he status *uo can be consideredto be an e*uilibrium state! &o movefrom this e*uilibrium to overcome
the pressures of both individualresistance and group conformity
unfreezing is necessary! )t can beachieved in one of three ways!
• &he driving forces which direct
behavior away from the status *uocan be increased!
• &he restraining forces whichhinder movement from the e%isting
e*uilibrium can be decreased!
• third alternative is to combinethe (rst two approaches!
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Mo2ement• &he oil company2s managementcould e%pect employee resistanceto the consolidation! &o deal withthat resistance management
could use positive incentive to
encourage employees to acceptthe change such as these
• $ncrease in pay can be o,eredto those who accept the transfer!
• &he company can pay li"eral
mo2ing e=penses!
• .anagement might o4er lowcost mortgage funds to allowemployees to buy new homes in
7an -rancisco!
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Mo2ement•
:mployees could "e counseledindi2idually! :ach employee2s concernsand apprehensions could be heard andspeci(cally clari(ed!
• ssuming that most of the fears areun;usti(ed the counselor could assure the
employees that there was nothing to fearand then demonstrate through tangibleevidence that restraining forces areunwarranted!
• )f resistance is e%tremely highmanagement mat have to resort to both
reducing resistance and increasing theattractiveness of the alternative if theunfreezing is to be successful!
• To "e e4ecti2e& change has to happen>uic!ly Organizations that build up tochange do less well than those that get to
and through the movement stage *uickly!
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1efreezing
• Once the consolidation changehas been implemented if it is tobe successful the new situationneeds to be refrozen so that itcan be sustained over time!
• 'nless this last step is takenthere is a very high chance thatthe change will be short lived andthat employees will attempt torevert to the previous e*uilibriumstate!
• &he ob;ective of refreezing thenis to stabilize the new situationby balancing the driving andrestraining forces!
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