Running head: KOTTER’S MANAGEMENT MODEL AND KURT LEWIN'S MODEL 1

Kotter’s Management Model and Kurt Lewin's Model

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KOTTER’S MANAGEMENT MODEL AND KURT LEWIN'S MODEL 2

Introduction

Many organizations know that they must change quickly to match or compete with other

organizations. A reputable company like Shell, for instance, is well aware that they need a

change to remain competitive in the energy industry. Changes in an organization must, however,

be communicated to the workforce for them to understand and get behind it. For the

organization, they need to understand the change program and note the difference and

similarities between the programs. In this case, they will be able to pinpoint some of the

important programs that will meet the organizational goals. This piece will compare and contrast

Kotter’s eight-step change management model with the three-step model proposed by Kurt

Lewin.

The difference

Kurt Lewin developed a change model involving three steps; unfreezing, changing and

freezing. The model presented by the Lewin provides a practical model for understanding a

change process. According to Lewin the process of change means that an organization should

create a perception that change is needed (unfreezing). The next step involves a move to the

desired level of behavior (changing) and in the end, solidifying the behavior defined in the

second step as the norm (unfreezing). Conversely, Kotter came up with an eight-step change

management model involving how to effect a change in any organization. The steps create

urgency, form a powerful coalition, create a vision for change, communicate vision, remove

obstacles, create short-term wins, build on the change and finally anchor new approaches in the

culture. Additionally, Kotter stipulates that following the eight steps process for leading change

will assist the organization to succeed in an ever-changing environment. On the other hand,
KOTTER’S MANAGEMENT MODEL AND KURT LEWIN'S MODEL 3

Lewin trust the three-step process of unfreezing, changing and freezing model of change as

effective in an organization (Bateman, & Snell 2015).

Similarities

The two models share some features, for instance, unfreezing which states that an

organization should be prepared to accept the necessary change is no different from the first step

of John Kotter, create urgency. Creating urgency in an organization involves looking at the

current realities, competition, and pressure within the market place of an organization. The

manager in an organization can then create a conversation about the current situation on the

company and what should be done to be on the right track or achieve organizational goals

(Clawson, 2012).

Yes, the two models can be used simultaneously because the two models are no different

only that one model is three-step while the other is an eight-step process. In addition, the two

models can be used to explain more about the need for change in an organization.

With spiritual intelligence, one can be pushed to make a change because spiritual

intelligence gives one a capacity to develop meaning, a vision and value.

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References
Bateman, T., & Snell, S. (2015). Management: Leading and Collaborating in a Competitive
World. 11th Ed. New York: McGraw-Hill.
Clawson, J.G. (2012). Level Three Leadership, 5th Ed. Upper Saddle River, NJ: Prentice.