Kurt Lewin's Theory Of Change Management

In the today’s organisations business world, Change has become an obligatory means for an organisation to survive in the marketplace even for organisation that are small, medium or large. Success is subject to classifying key zones of change, what tools to be used for implementing the change to these key areas and how changes are implemented in a better way. It is the duty of the managers of the organization that play the main role in the change management, as this can cause many serious problems rising internally within the organization or external to the organization. The notion of change management is acquainted in most organisations today but how they achieve change or even more how effective they are at it, differs extremely depending

His model is somehow simple and easy-to-understand the context for managing change and it is known as the Unfreeze, Change and Refreeze again. The work of Lewin enlightened the organisational transformation using a type of analogy. The whole process is created by unfreezing the form of a block of ice once there is the need of change, do the necessary change and reform it into a cone of ice to refreeze it on the last stage. These three steps give a manager or a leader guidance on how to deal with people while implementing new process and re assigning tasks. These steps may seem very simple but can be quite complicated depending of the level of detail they are

It is known that many other modern change models are in fact grounded on Lewin’s model. Through these three separate stages of change, the manager can start the process to implement the necessary change. The first step is to start creating the motivation to change. The unfreeze phase is perhaps one of the most vital stages to appreciate in the world of change in contemporary management. Ideally this stage is about preparing all the stakeholders in a situation that there is the need for change. This includes moving to a point of consideration that change is in fact essential, and getting prepared to take the step away from the current comfort zone. It is very important to have a two-way communication between all employees at this stage and if people are able to appreciate and backing it, success will follow. Communication and time are part and parcel for the change to occur. The employees in the organisation need to understand the changes and feel associated during the changeover period. Management must be hands-on when managing change as this will require a sustainable amount of time and effort to be