Implementation of Change

Understanding the Three Stages of Change

World is changing fast and, as such, organizations must change quickly too. Organizations that handle change will thrive, whilst those that do not may not survive. How businesses manage change varies depending on the nature of the business, the change and the people involved. And a key part of this depends on how far people within it understand the change process.

One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.

Three Process of Lewin’s Model:
  1. Un Freeze
  2. Change
  3. Refreeze

Any successful change process, start by understanding why the change must take place. "Motivation for change must be generated before change can occur. One must be helped to re-examine many assumptions about oneself and one's relations to others." This is the unfreezing stage from which change begins.

Practical Steps for Using the Framework:
1. Determine what needs to change.

  • Bench mark the current state.
  • Establish reasons for change

2. Ensure there is strong support from upper management.

  • Seek win the support of key people within the organization.
  • Frame the issue as one of organization-wide importance.

3. Create the need for change.

  • Create a compelling message as to why change has to occur.
  • Use your vision and strategy as supporting evidence.
  • Communicate the vision in terms of the change required.
  • Emphasize the "why".

4. Manage and understand the doubts and concerns.

  • Remain open to employee concerns and address in terms of the need to change.

1. Communicate often.

  • Do so throughout the planning and implementation of the changes.
  • Describe the benefits.
  • Explain exactly how the changes will affect everyone.
  • Prepare everyone for what is coming.

2. Dispel rumors.

  • Answer questions openly and honestly.
  • Deal with problems immediately.
  • Relate the need for change as necessity

3. Empower action.

  • Provide opportunity for employee involvement.
  • Have line managers provide day-to-day direction.

4. Involve people in the process.

  • Generate short-term wins to reinforce the change.
  • Negotiate with external stakeholders as necessary.

1. Anchor the changes into the culture.

  • Identify what supports the change.
  • Identify barriers to sustaining change.

2. Develop ways to sustain the change.

  • Ensure leadership support.
  • Create a reward system.
  • Establish feedback systems.
  • Adapt the organizational structure as necessary.

3. Provide support and training.

  • Keep everyone informed and supported.
  1. To reinforce success celebrate it.

4. To reinforce success celebrate it.


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