Model Three Stages Of Kurt Lewin's Theory

Setting new initiatives in order for the development of the playgroup, in the operational plan it states 4 objectives to be met in 2013/2014. I have met 3 of these objectives as 1 of them is out of my

According to Spector (2013) Lewin's field theory has three steps: 1) unfreezing; 2) Moving and; 3) refreezing. Unfreezing and refreezing serve as bookends to the process. Unfreezing requires members of the group to be unsatisfied with the status quo (Spector, 2013). In the case of Children's Hospital, the financial crisis and employee moral/satisfaction were at all-time lows which created the dissatisfaction with the status quo (Spector, 2013). Once a new status quo and new patterns of behavior have been implemented refreezing can occur (Spector, 2013). However, in order to get to refreezing, moving needs to occur which encourages members of the group to alter their behavior (Spector, 2013).

He theorized a three-stage model of change known as unfreezing-change-refreeze model that requires prior learning to be rejected and replaced. Lewin 's definition of behavior in this model is "a dynamic balance of forces working in opposing directions."

Here I will talk about the intensifying and integrating stages as illustrated in the film by

No matter how easy is may seem on the surface, the unfreezing, moving and refreezing stages of Lewin’s 3-Step model must be taken (Lewin, 1946). These stages are difficult and persistence by the organization in sticking to its objectives for growth and improvement must remain a top priority. In reality no matter how many positives a new idea is there will always be resistance when it is introduced. Change management is therefore central to the process of making the transition from the old system to the new and change management practices should be employed throughout the transition (ITIL,

The theory has 5 stages of behavior change: pre-contemplations, contemplation, preparation, action, and maintenance. The stages of change explain when and why people change.

In the article entitled “Lewin’s Theory of Planned Change as a Strategic Resource”, the author, Shirey (2013) stated that Lewin’s approach to change involves looking at the forces that are needed to diminished or strengthened in order to bring about change within an organization. Burnes and Cooke (2012) added to Shirey’s point by noting that it is important to understand the psychological forces influencing peoples’ behavior at a given point in time before change can be made. Both authors main point of agreement is that there are a number of forces that drive, restrain or balance peoples’ behavior. These authors stated that organizational change is necessary to meet consumer needs. Also, as technology changes, such as the change from the paper medical record to the EMR, health care organizations have to adopt these changes to improve patient safety. In addition, change provides a learning opportunity for employees and allows

Lippitt’s Phases of Change is an extension of Lewin’s Three-Step Theory. The focus on Lippitt’s change theory is on the change agent rather than the change itself.

The traditional change model consists of three steps: unfreezing, that is, recognizing the need for change because of some event or threat, the actual change actions and refreezing, that is, incorporating new ways of operating, and thinking into the everyday operations of the organization. Apply this model to the situation at the Coca-Cola Company at the point when the lawsuit was served in 1999.

Lippitt’s Phases of Change Theory Lippitt, Watson, and Westley (1958) extend Lewin’s Three-Step Change Theory. Lippitt, Watson, and Westley created a seven-step theory that focuses more on the role and responsibility of the change agent than on the evolution of the change itself. Information is continuously exchanged throughout the process. The seven steps are:

The third and the last transition stage in the Lewin’s theory is that of freezing or refreezing as

According to Burnes, Kurt Lewin’s theory of change management has stayed relevant for over forty plus years, however as of recently, lewin’s approach was met with major scrutiny with critics often pointing out that change management theory applies to to work in situations where the work environment or project is small in nature and applies heavily on the fact that the organisation is stable and ignored instrumental politics in the business and furthermore was criticized for focusing too heaviliy on management driven tactics (Burnes, 2004). Burnes has specifically stated that the intention of the article is to reevaluate and to test the claims against the greater benefits that has been gained. It is very evident from the article that Burnes specifically talks about the social challenges that Lewin has faced and how that has in turn driven Lewin to create the Planned Approach to change and the elements of the change, which are Field Theory, Group Dynamics, Action Research and finally, the

Over 60 years have passed since Kurt Lewin introduced his Unfreezing-Changing-Refreezing Model. His model is often considered invalid due to the specific beginning, middle, and end of his model. Today, change is continuous and fluid which critics have argued is not recognized by Lewin’s model. However, the following paragraphs will examine how Lewin’s Model is still applicable in today’s change management world.

Lewin called the final stage of his change model freezing, but many refer to it as refreezing to symbolize the act of reinforcing, stabilizing and solidifying the new state after the change. The changes made to organizational processes, goals, structures, offerings or people are accepted and refrozen as the new norm or status quo.

When changes are inevitable, the leaders usually design some adequate steps to make the change go smooth, effective and permanently. Kurt Lewin argued that successful change in organizations should follow three steps: