Lewin's Three-Step Model for Managing Organizational Change

Introduction

The process of change in any organization involves mechanisms that enable a company to take control over the implementation of improvement initiatives. Such improvement and change entails the transition of individuals, teams, and organizations from a present state of existence to a predefined and desired future condition. This change involves shifts in the roles and responsibilities of employees. However, people tend to oppose changes to an existing system, meaning that employees generally prefer the present state of affairs to continue.

This opposition to change stems primarily from the fear of losses associated with a proposed change and the disruption of a stable equilibrium — changes that employees associate with negative consequences. Therefore, any attempt to introduce change within an organization is often met with resistance from employees (Pugh & Mayle, 2009).

This paper addresses two central research questions:

1) How does Lewin's three-step model address the inherent resistance to change found within an organization?

2) How can I/O psychologists apply Lewin's model to introduce change within a manufacturing, service, or retail organization?

Lewin's Three-Step Model: Countering Resistance to Change

Companies and organizations use several established approaches and models for organizational change (Valle Santos & Teresa Garcia, 2006). Lewin's model is one of the older frameworks for understanding change; it comprises three stages and assumes that most people prefer to remain within and work according to existing systems. It is further assumed that any attempt at change will be met with resistance from those stakeholders who are most comfortable with current arrangements (Lewis, 2011).

The model recognizes three stages of change — unfreeze, transition, and refreeze — and is premised on the understanding that people are generally reluctant to change their established ways of working.

The Three Stages Explained

A period of thawing, or unfreezing, is necessary at the outset of a change process, particularly for those who actively resist change. This stage essentially thaws a situation by instilling a gradual and deliberate sense of the need for change within the organization. Change managers slowly but surely communicate the imperative for change (Green, 2007).

At this stage, organizations need to develop compelling and convincing messages for employees that explain why the existing way of doing things cannot continue and why change is important. Driving home the urgency of change can be achieved by communicating vital company information such as declining sales figures, poor financial results, worrying customer satisfaction surveys, and other indicators that demonstrate change is absolutely necessary for the betterment of the company and its employees.

The unfreezing process should begin by addressing the core issues of the organization — the beliefs, values, attitudes, and behaviors that currently define how the company functions. This is often the most difficult and most stressful phase of the change process. Talk of transition and change can throw everyone off balance. The unfreezing process essentially creates a controlled crisis within the organization that prompts a re-examination of core values and motivates employees to seek a new and perhaps better equilibrium (Lewis, 2011).

After the unfreezing process, a company goes through a transition period during which resources must be deployed to reassure employees (Gill, 2002). This process is relatively prolonged and does not happen overnight; it is the actual phase of change during which new strategies and policies are implemented. Employees generally require time to adjust to and accept the new direction before they proactively and voluntarily participate in the change. During this phase, focus should be placed on both the organizational transition and the personal transformation of employees within the changing environment.

This is also the stage at which employees come to understand their new roles and responsibilities. By accepting the transition, employees make the change successful. Efforts should be made to communicate openly about concerns and to compensate those who are genuinely harmed by the transition or change process. Organizations need to invest both time and communication at this stage for changes to take hold. This gives employees sufficient time to feel connected to the change and to understand its benefits for themselves as well as for the company.

Following the preceding two stages, and after successful implementation of change, employees accept the new conditions and the organization becomes stable again (Lewis, 2011). At this stage, employees have accepted the change, understood its benefits and necessity, and embraced new ways of working. The organization is then said to be ready to refreeze. A stable organizational chart and consistent job descriptions are among the indicators of a refreezing process. The changes made and implemented in the earlier stages are essentially internalized and institutionalized within the organization.

The refreeze stage also requires helping people and the organization internalize or institutionalize the changes — ensuring that the changes are applied consistently and incorporated into everyday business practice. With a new sense of stability, employees feel confident and comfortable with the new system of functioning.

Despite the fact that, in a continuously evolving business environment, change is a constant organizational process, some degree of stability is still necessary. This stability is ensured by the refreezing process. Without an adequate refreezing phase, employees risk becoming trapped in a state of perpetual transition, uncertain of how things should be done, which would affect efficiency and productivity. A successful change process can create a corporate culture in which employees become more adept at accepting future changes in the organization.

Applying Lewin's Model in a Manufacturing Organization

Several steps are involved in the implementation of organizational change, and these must be undertaken in a phased and strategic manner. The general steps for change in an organization should include the development of a concept for change initiatives, creation of a strategy for seamless implementation, generation of organizational buy-in, and the creation of a repeatable and sustainable model.

The manufacturing sector is one of the most technical and employee-driven sectors of business. Employees play a very important role in the success of manufacturing organizations. However, this is also a sector that undergoes frequent change, particularly where technological developments are concerned. The sector is closely linked to general economic conditions: while manufacturing is one of the main drivers of economic growth, it is also the segment most directly and significantly affected by changes in economic conditions and other business environment factors. As a result, manufacturing companies are regularly exposed to the need for organizational change. Given that manufacturing organizations are typically large, the implementation of organizational change is also correspondingly difficult.

It is assumed that a leading manufacturer would embed high quality and efficiency standards into every aspect of its operations as a core competency. However, changing global economic scenarios, the emergence of rival companies, evolving customer preferences, and ongoing technological development all necessitate organizational change. Such change is essential for car manufacturing companies to remain sustainable and competitive in the market.