Introduction
The modern world is changing rapidly, and in this dynamic environment, organizations either maintain and develop their ability to adapt to changes in the external environment or lose their competitiveness and cease to exist. In most cases, the external environment is a factor in the development of an organization since many measures to maintain competitiveness are dictated by the need to react effectively to the uncertainties and challenges of the surrounding economic situation. Today, there are a large number of different theories and models that allow organizations to respond to specific changes adequately. One of the most effective is Kurt Lewin’s three-stage theory of change in the process of organizational modifications.
Three Steps of the Lewin Change Theory
Unfreezing
Lewin’s three-stage theory of change offers a structured approach to managing organizational change. The first stage in the theory is the “Unfreezing” process, by which the author understands the beginning of the change process (Errida & Lotfi, 2021). The unfreezing stage involves understanding the current situation, identifying the driving forces, and describing the desired end state (Errida & Lotfi, 2021). The organization rethinks its views and business processes and abandons some of them. Unfreezing involves creating dissonance within the organization, prompting employees to question current principles and recognize the need for change.
Change and Refreezing
Since change is a long-term process, Lewin identified a second stage, “Change,” which involves the transformation itself. This involves developing new methods, structures, technologies, or behaviors that meet the desired change goals (Errida & Lotfi, 2021). This transitional stage implies a plan for the smooth implementation of changes, ultimately allowing one to move on to the last, third stage of “Refreezing” (Errida & Lotfi, 2021). It reinforces change by updating policies, procedures, and systems to reflect the transformed state (Errida & Lotfi, 2021). At this stage, the organization consolidates the newly established practice, making it the new norm.
Conclusion
Lewin’s model offers a systematic and comprehensive approach to understanding and implementing organizational change. Since change is a complex process, the theory emphasizes that it requires careful planning and execution to achieve sustainable transformation. The three stages in this theory are interdependent and sequential, each serving a specific purpose in the change process. At the same time, the final consolidation of changes ensures their sustainability, which prevents a return to previous habits and practices.
Reference
Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success: Literature review and case study. International Journal of Engineering Business Management, 13. Web.