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Lewin's Change Process Analysis

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The change process can have various stages. One of the best known was Lewin’s (1951) force field model of change. He believed the change process occurred in three stages – unfreezing, changing and refreezing. In the unfreezing phase individuals become aware that old ways of doing things are no longer sufficient. In the changing phase individuals choose a new favourable way of doing things. The refreezing stage involves the chosen new approach becoming established within the organisation. Lewin believed all three stages were required for successful change, trying to skip one or more would be an unintelligent move. Types of change. According to Beer, Eisenstat & Spector, 1990, there are two main types of change. One focuses on changing the attitudes of individuals within an organisation and involves changing things like attitudes, values, team building activities. The hope is that new attitudes and skills will cause beneficial behavioural change throughout the organisation. The other type of change focuses on changing the roles of individuals within an organisation which requires changing work roles. This is achieved through reorganizing workflow, redesigning jobs by including different responsibilities, proposing new ideas for evaluation of work and rewarding work. Again the hope is that with new work roles will come new and improved …show more content…

Resistance to a new change can occur for reasons such as distrust in leaders, doubts about the need for change, doubts that the benefits from change would outweigh the the costs, possible loss of power and status and fear of personal failure. Resistance to change should be recognised as the presence of strong values and emotions and not as a sign of ignorance. Leaders need to understand that it is more effective to change both attitudes of individuals as well as work roles instead of trying to change just one or the

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Unfreezing is the initial phase, which entails preparing the organization and stakeholders for the change. This involves conveying the rationale for the change, the advantages it will bring, and how the company and its stakeholders will be affected. The second phase, change, entails putting the change into action. This includes training, process adjustments, and other actions that will aid in the transition to the new technology. The third phase, refreezing, is integrating the change into the culture and operations of the business.

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Unlike Lippitt’s change theory, Lewin emphasised on teams or work groups to bring about change. The reason being people in an organisation work in groups, and that individual behaviour will have to be conformed to the groups’ norms and fundamental practices (Burnes, 2009). “Unfreezing” is the stage to destabilize the current equilibrium so as to initiate change. According to Kurt Lewin’s Force Field Analysis (Lewin 1951), behaviour is a force in equilibrium and change will only occur when there is a disequilibrium in the force. The most important step for this stage is to identify the change focus, which in this case is the implementation of eIMR in the ED.

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Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.

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