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.



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.


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
in the planning and implementation
of the change.


The process ends when the organisation
returns to a sense of stability and the
benefits of the change are realised, which
is necessary for creating the confidence
from which to embark on the next inevitable
change. Praise, rewards and other
reinforcement by managers are required
on an individual level and more effective
performance at an organisational level.

Not until the change has become incorporated
into the culture can it be said to be frozen.


Brian H. Kleiner, Walter A. Corrigan, (1989) "Understanding Organisational Change", Leadership & Organization Development Journal, Vol. 10 Iss: 3, pp.25 - 31