Question

Define Kurt Lewis 3 steps model?

Answer 1

Answer :

In the 1940s, Lewin proposed a Change Management Model that was perhaps, the first and most famous early analysis of how organizations adapt and deal with change.

His model proposed three main stages to move an organization from its current state to a desired future state: “Unfreeze – Change – Refreeze”

1. Unfreeze – Creating a sense a change is needed
2. Change – Moving towards a new and desired behavior
3. Refreeze – Setting this behavior as the new normal

Lewin’s theory of change used blocks of ice as a metaphor.

Let’s say you have ‘cube’ of ice but you’d like a ‘cone’ of ice. To transform the cube shape you must:

1. “unfreeze” or melt the ice
2. “change” the mould to a cone shape and
3. “refreeze” the water into the new, desired shape.

Let’s imagine you skip the ‘unfreezing’ phase and go straight to the ‘change’ phase.

What will happen?

The change will meet resistance.

Why?

Prevailing forces such as old values begin to increase to counter the change. This leads to misunderstandings and a lack of trust (use the Force Field Analysis model to visualize this scenario)!

When you are making the actual change, important knowledge and/or internal acceptance may be lacking and suggestions ill-founded if you don’t:

• base your decisions on a rigorous and systematic process (hunches yielding a ”good enough” outcome just won’t cut the mustard); and
• involve all who are concerned by the change.

So what you actually need to do in these steps is

Step 1 – Unfreeze

Actions
Get clear and specific on …	what is to change what is the goal what desired behaviors are required in the future state
Get clear on …	why the change is necessary and why now
Conduct an organizational readiness assessment to …	determine the level of change maturity of the affected stakeholders. This helps you to understand the level of change effort and leadership support required to successfully carry out the change.

Step 2 – Change

Actions
Communicate, communicate, communicate (but don’t be ridiculous)	Communication is like glue – you need enough to hold things together but too much gums up the whole works! Begin to communicate the ‘what’ and ‘why’ of the change to affected stakeholders.
Collaborate for a change …	People don’t resist what they create – involve as many stakeholders and impacted parties as you can For best results, ask for their input in a structured way
Manage resistance …	Rigorous implementation planning averts resistance – doing something new is ambiguous enough, so make sure you keep the journey as clear and organized as possible
Align leadership and involve every layer …	Leadership makes THE difference to successful change By getting leaders aligned and demonstrating the desired behaviors, you can affect real change

Step 3 – Refreeze

Actions
“Refreeze” the organizational culture …	formal reward systems encourage the new behaviors change reward systems build success experiences reward desired behavior develop structures to institutionalize the change force people to let go – we need to let go to reach out; we need to create the space so the new change can grow and become comfortable
	Use these 3 techniques to encourage people to move with the momentum of change: THE CUT OFF: At some stage, the old system needs to be switched off. THE MOVE FORWARD: No longer accept work the old way. THE INCENTIVE: Provide rewards for the desired behavior and celebrate early adopters.
Walk the talk …	Have leaders model the change you want to see

Finally, no matter what model you use and how diligent you follow the steps, change takes time. It can be ambiguous and mistakes happen.

You’ll need a lot of grit.