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Change is a necessary prerequisite for development and positive growth. The model created by Kurt Lewin and further enhanced by Edgar Schein is one of the most prominent theories of organizational change and leadership. The three primary stages of the framework include unfreezing, movement, and refreezing, indicating different steps of the change model (Coghlan, 2020). According to Lewin and Schein, these steps are critical to transforming organizational entities, and it is essential to examine each stage in greater detail.
The first step is unfreezing, which can be understood as the general preparation for change. In 1947, Lewin defined it as the removal of factors that were detrimental to the change process (Hussain et al., 2018). In other words, the first step eliminates potential barriers, obstacles, and anxieties of relevant stakeholders concerning the change. Later, Schein postulated the significance of the sociopsychological model and effective leadership as the crucial aspects of unfreezing (Coghlan, 2020). Nevertheless, both authors concluded that the groundwork in the form of unfreezing was essential to the change process.
The second step refers to the movement of the examined elements. It implies the direct change of people’s beliefs, workflows, operations, and organizational practices within the analyzed entity (Coghlan, 2020). In this sense, movement is the core phase of the Lewin/ Schein model that governs the transformation process. In the later addition, Schein examined psychological aspects that allow leaders to influence people and organizational elements to stimulate change.
Lastly, the third step is refreezing, which generally implies the reinforcement of the change. In this phase, the leaders evaluate the transformation process and secure its sustainability and effectiveness, substituting the organizational culture (Coghlan, 2020). Moreover, they ensure that the acquired change is permanent and beneficial for their objectives. As a result, people adapt to the new organizational realities with a transformed understanding of processes and beliefs.
References
Coghlan, D. (2021). Edgar Schein on change: Insights into the creation of a model. The Journal of Applied Behavioral Science, 57(1), 11-19. Web.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change.Journal of Innovation & Knowledge, 3(3), 123-127. Web.
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