Three-Stage Change Process

Three-Stage Change Process — Kurt Lewin's Unfreeze, Change, Refreeze

Kurt Lewin Source

Although there are a wide range of various change processes, the change process model proposed by renowned social psychologist, Kurt Lewin, recommended leaders view change as a three-stage process.

Three Stages

3 Lewin Stages.

Unfreezing
Changing
Refreezing

Force Analysis Required

Force Analysis

In the three-stage change process, leaders (change agents) must:

Analyze restraining or opposing forces
Devise ways to reduce them to overcome resistance

Strengthen Supporting Forces

At the same time, leaders must:

Recognize supporting forces (those forces pushing toward change)
Strengthen supporting forces

Then Attend to Change

After analyzing the forces for and against change and developing a strategy to deal with them, leaders can attend to the change itself.

Stage 1: Unfreezing

Stage 1 Unfreezing Definition

Once the need for change is recognized, the three-stage change process begins with unfreezing.

Unfreezing Activity

Unfreezing is a deliberate management activity to prepare people for change by knowing and going where issues may exist.

Most Neglected Yet Essential

The most neglected, yet essential part of unfreezing is creating an environment where people feel the need for change.

Unfreezing Key Factor

A key factor in unfreezing involves making people knowledgeable about:

The importance of a change
How it will affect their jobs or the overall organizational structure

Generating Need

By pointing out problems or challenges that currently exist in the organization, leaders are able to generate a need in the people who will feel the greatest effect of the change.

Stage 2: Changing

Stage 2 Changing Definition

After unfreezing, the next stage in the three-stage change process is changing.

What Changing Involves

Changing Involves

The changing stage involves modifying:

Technology
Tasks
Structure
Distribution of people

Old to New State

During the changing stage, the organization moves from the old state or the previous norms, to the new state by:

Installing new equipment
Restructuring work centers
Implementing procedures

Changing Defined Simply

In short, changing is anything that alters the previously accepted status quo.

Change Agent Essential

The change agent in this stage is essential.

Monitor During Implementation

Monitor Implementation

Change needs to be monitored as it occurs by paying close attention to the people most affected by the change.

Signs of Too Early

Signs of implementing the change too early may include:

Negative reactions from employees
Systems are not completely ready
Production may bog down

Receive + Respond Feedback

Receive Respond Feedback

Be prepared to receive and respond to feedback in any number of forms to ensure the change unfolds as successfully as possible.

Be Available

Being involved and available throughout the process allows leaders to:

React quickly to issues
Provide support to employees who are dealing with the issues of the change firsthand

Readdress Unfreezing

It is a leader's responsibility to be receptive to the needs of the organization and its employees.

Better Than Forcing

Readdressing unfreezing techniques is better than forcing a change that causes more problems than it resolves.

Stage 3: Refreezing

Stage 3 Refreezing Definition

The third and final stage in the three-stage change process is refreezing.

Lock In New Norms

After implementing a change, it is time to lock in (or refreeze):

The desired outcomes
The new norms

…so they become permanent.

Encourage New Behavior

Actively encouraging and reinforcing the use of new techniques is a way of helping the new behavior stick.

Critical Refreezing Step

A critical step in refreezing is:

Remaining engaged
Evaluating results to determine if the change reached the desired effect
Determining if the new process needs more support, instruction, training, or time

Reward Alignment

Positively reinforcing desired outcomes is crucial during the refreezing stage.

Rewarding Emphasizes Value

Rewarding people when they do something in alignment with the change:

Emphasizes the value of the new procedures or behaviors
Helps freeze them into place

Highlighting Success

Highlighting successful change helps reduce the desire to return to the old way of doing things.

Change Agent Role

In many cases, the change agent can:

Call attention to the success of the change and show where it works
Be receptive to feedback and areas that may cause lingering issues or continued frustration

Final Refreezing Steps

In this case, the change agent must:

Evaluate results
Reinforce the desired outcomes
Make constructive modifications, as needed