Change is a fundamental component of any organization looking to continuously improve and evolve. A few researchers and academics have determined how to best model and present methods of change for managing employees. Kurt Lewin was one of these academics and was known as one of the leaders of organizational psychology.
Kurt Lewin
Lewin was an influential behavioral and organizational psychologist who proposed the Phases of Change Model.
The Three Phases of Change
This early model developed by Lewin describes change as a three-stage process of unfreezing, change, and freezing. In this Phases of Change Model, Lewin emphasizes that change is not a series of individual processes but rather one that flows from one process to the next.
The first stage (unfreezing) involves overcoming inertia and dismantling the existing mind set. It involves getting over the initial defense mechanisms that people exhibit to avoid making a change. People eventually realize that change is necessary and urgent, and this realization allows them to move on to the next stage.
In the second stage, the actual change occurs. This is typically a period of confusion and transition in which people are unsure about the change and what may happen in the future. People are aware that the old ways are being challenged, but they do not yet have a clear picture as to what these ways will be replaced with. During this stage, an organization's leaders need to focus on clearly communicating to employees the reasons for change and the steps needed to achieve it.
Lewin labeled the third and final stage freezing, though it may be useful to think of this stage as "refreezing." During this stage, the new mindset of the change begins to become the standard, and people's comfort levels return to normal. Many people criticize this component of Lewin's model, arguing that there is never time for people to comfortably adapt to change in the fast-paced world of today.
Although some managers still use Lewin's model, its most important contribution is the idea that change should be thought of as a process instead of individual stages. This is important for understanding how employees may react to change in the workplace and why some may adapt more quickly to change than others.