Lewin's+Change+Management+Model

The [|Lewin's Change Management Model]uses the analogy of an ice cube to explain the change process of an organization. The ice cube in its original shape represents the current state of the organization. In order to change, the ice cube must be unfrozen, moulded to its new shape, and then, refrozen. Similarly the organization, in order to change positively, must melt any forces which resist change and create a climate of acceptance and trust that will reinforce or refreeze the new state of the organization.


 * = **Unfreezing **

 Creation the motivation for change as it is  necessary to change existing attitudes towards  working practices and prepare the ground.  Communication about the proposed change is  vital at this stageif people are to  understand and support it. ||= => ||= **Change **

 Moving through the change process by  promoting effective communications and  empowering people to embrace new ways  of working and learn new values, attitudes  and behaviours. Problems are identified  and action plans developed to enable  implementation. Maximum flexibility is needed <span style="font-family: Arial,Helvetica,sans-serif;"> in the planning and implementation <span style="font-family: Arial,Helvetica,sans-serif;"> of the change.

||= => ||= **<span style="color: #000080; font-family: Arial,Helvetica,sans-serif; font-size: 120%;">Refreezing **

<span style="font-family: Arial,Helvetica,sans-serif;"> The process ends when the organisation <span style="font-family: Arial,Helvetica,sans-serif;"> returns to a sense of stability and the <span style="font-family: Arial,Helvetica,sans-serif;"> benefits of the change are realised, which <span style="font-family: Arial,Helvetica,sans-serif;"> is necessary for creating the confidence <span style="font-family: Arial,Helvetica,sans-serif;"> from which to embark on the next inevitable <span style="font-family: Arial,Helvetica,sans-serif;"> change. Praise, rewards and other <span style="font-family: Arial,Helvetica,sans-serif;"> reinforcement by managers are required <span style="font-family: Arial,Helvetica,sans-serif;"> on an individual level and more effective <span style="font-family: Arial,Helvetica,sans-serif;"> performance at an organisational level.

<span style="font-family: Arial,Helvetica,sans-serif;"> Not until the change has become incorporated <span style="font-family: Arial,Helvetica,sans-serif;"> into the culture can it be said to be frozen.

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<span style="display: block; font-family: Arial,Helvetica,sans-serif; font-size: 110%; text-align: left;">Brian H. Kleiner, Walter A. Corrigan, (1989) "Understanding Organisational Change", Leadership & Organization Development Journal, Vol. 10 Iss: 3, pp.25 - 31 <span style="font-family: Arial,Helvetica,sans-serif; font-size: 110%;">[|www.omafra.gov.on.ca] [|www.mindtools.com]
 * <span style="color: #800000; font-family: Arial,Helvetica,sans-serif; font-size: 110%;">References: **