QUESTION 1

Kurt Lewin’s three Phases model of learning to training

process within an organisation.
Table of Contents

1.1 Introduction

1.2 Unfreezing stage

1.3 Changing stage

1.4 Refreezing stage

1.5 Conclusion
Kurt Lewin developed a change model involving three steps: unfreezing, changing and
refreezing. The model represents a very simple and practical model for understanding the
change process. The first stage he called "unfreezing". It involved overcoming inertia and
dismantling the existing "mind set". It must be part of surviving. Defence mechanisms have
to be bypassed. In the second stage the change occurs. This is typically a period of confusion
and transition. We are aware that the old ways are being challenged but we do not have a
clear picture as to what we are replacing them with yet. The third and final stage he called
"freezing". The new mindset is crystallizing and one's comfort level is returning to previous
levels. This is often misquoted as "refreezing". I will take a look at how the model applies in
my organisation which is Kiddie Chiropractic Clinic .

Unfreezing. Unfreezing is the process which involves finding a method of making it possible
for people to let go of an old pattern that was counterproductive in some way. Unfreezing is
necessary to overcome the strains of individual resistance and group conformity.

 Unfreezing can be achieved by the use of three methods.

o First, increase the driving forces that direct behavior away from the existing
situation or status quo.

o Second, decrease the restraining forces that negatively affect the movement
from the existing equilibrium.

o Third, find a combination of the two methods listed above.

Moving to a new level or Changing or Movement. This stage involves a process of change
in thoughts, feeling, behavior, or all three, that is in some way more liberating or more
productive.

Refreezing. Refreezing is establishing the change as a new habit, so that it now becomes the
“standard operating procedure.”

 Without this stage of refreezing, it is easy to go back to the old ways.

Unfreezing. Before one can cook a meal that has been frozen, one need to defrost or thaw it
out. The same can be said of change. Before a change can be implemented, it must go
through the initial step of unfreezing. Because many people will naturally resist change, the
goal during the unfreezing stage is to create an awareness of how the status quo, or current
level of acceptability, is hindering the organization in some way. Old behaviours, ways of
thinking, processes, people and organizational structures must all be carefully examined to
show employees how necessary a change is for the organization to create or maintain a
competitive advantage in the marketplace. Communication is especially important during the
unfreezing stage so that employees can become informed about the imminent change, the
logic behind it and how it will benefit each employee. The idea is that the more we know
about a change and the more we feel it is necessary and urgent, the more motivated we are to
accept the change.

Kiddie Chiropractic has decided to switch from using hand-written medical records to
electronic ones. All of the staff at Kiddie have always relied on hand-written medical records
when performing their jobs and have expressed concerns about switching to the new
electronic format. However, Kiddie management believes that making the switch to
electronic records will increase efficiency and reduce the amount of time that it takes to
record patient information.

First, Kiddie management will have to spend time unfreezing the employees' belief that the
old way of recording patient records is adequate. The management team will need to
communicate the perceived benefits of the new electronic method, making sure to
demonstrate how the pros outweigh the cons. The staff will need to understand how much
more efficient the new method of electronic recording will be in comparison to the old
handwritten process.

The heart of resistance to change amongst employees comes down to two basic issues: the
ability to change and the readiness to change.  If employees do not feel that they are able to
adapt and be a productive part of the organization after the change, they will resist the
change.  It is important to develop a path for employees to be able to adapt and see their
future in the post-change organization.

In addition, employees must be ready to change.  Readiness can be stymied by the lack desire
within the individual (an internal force) or the lack of empowerment or authority to change
(an external force).  Internal forces may come from skepticism about the success of the
change or a lack of information available.  External forces may come from how managers are
communicating with employees.  Your change communication plan should include
contingencies to mitigate both of these types of resistance to change.

Change communication should work to build a sense of urgency during the unfreezing
process.  Communications should focus on helping employees understand the need for the
change to occur while still providing the functional and emotional support necessary to help
employees at all levels.  Make sure employees are a part of the overall process to ensure that
their concerns are properly understood and addressed.

At Kiddie we set up the change in a way that many small wins can be made along the way. 
Creating a history of small wins helps employees see the benefit of the change as they go. 
This is a concept that was perfected by companies like Wal-Mart in the latter 2000s and is
especially helpful for changes that have a long timeline or a long payback period. As
obstacles occur in the change process, we work to correctly identify the obstacles. During this
stage in the change process, employees are most prone to make procedural mistakes as they
learn the new way of doing things.  At Kiddie we continue to provide support to the
employees to be able to learn new skills and know that it is ok to be on a learning curve.

Changing. Now that the people are 'unfrozen' they can begin to move. Lewin recognized that
change is a process where the organization must transition or move into this new state of
being. This changing step, also referred to as 'transitioning' or 'moving,' is marked by the
implementation of the change. This is when the change becomes real. It's also, consequently,
the time that most people struggle with the new reality. It is a time marked with uncertainty
and fear, making it the hardest step to overcome. During the changing step people begin to
learn the new behaviors, processes and ways of thinking. The more prepared they are for this
step, the easier it is to complete. For this reason at Kiddie company, education,
communication, support and time are critical for employees as they become familiar with the
change. Again, change is a process that must be carefully planned and executed. Throughout
this process, employees should be reminded of the reasons for the change and how it will
benefit them once fully implemented.

The change stage, which is also called "moving to a new level" or "movement," involves a
process of change in thoughts, feeling, behavior, or all three, that is in some way more
liberating or more productive. Change what needs to be changed (unfrozen and moving to a
new state) Once there is sufficient dissatisfaction with the current conditions and a real desire
to make some change exists, it is necessary to identify exactly what needs to be changed.
Three possible impacts from processing new information are: words take on new or expanded
meaning, concepts are interpreted within a broader context, and there is an adjustment in the
scale used in evaluating new input. A concise view of the new state is required to clearly
identify the gap between the present state and that being proposed. Activities that aid in
making the change include imitation of role models and looking for personalized solutions
through trial-and-error learning.

Refreezing. Lewin called the final stage of his change model freezing, but many refer to it as
refreezing to symbolize the act of reinforcing, stabilizing and solidifying the new state after
the change. The changes made to organizational processes, goals, structure, offerings or
people are accepted and refrozen as the new norm or status quo. Lewin found the refreezing
step to be especially important to ensure that people do not revert back to their old ways of
thinking or doing prior to the implementation of the change. Efforts must be made to
guarantee the change is not lost; rather, it needs to be cemented into the organization's culture
and maintained as the acceptable way of thinking or doing. Positive rewards and
acknowledgment of individualized efforts are often used to reinforce the new state because it
is believed that positively reinforced behaviour will likely be repeated.

Some argue that the refreezing step is outdated in contemporary business due to the
continuous need for change. They find it unnecessary to spend time freezing a new state
when chances are it will need to be re-evaluated and possibly changed again in the immediate
future. However - as I previously mentioned - without the refreezing step, there is a high
chance that people will revert back to the old way of doing things. Taking one step forward
and two steps back can be a common theme when organizations overlook the refreezing step
in anticipation of future change. The refreezing stage is establishing the change as the new
habit, so that it now becomes the "standard operating procedure." Without this final stage, it
can be easy for the patient to go back to old habits

In summary the Kurt Lewin model demonstrates that to move an organization from point A
to point B first we should create compelling and motivating reasons to change (unfreeze).
Then implement and install the necessary changes (transition) to the way we wish for things
to be. Then aim to stabilize the operation (freeze) at a better and /or higher level of
performance. This model works whether the changes are strategic and incremental or reactive
or anticipatory change. There is a very broad selection of strategies for managing change in
the workplace that management can select from to achieve successful organizational change.
The Kurt Lewin three step model provides an outline that assists us to visualize, plan and
manage each of the stages of change.

Reference:

http://www.change-management-consultant.com/kurt-lewin.html

http://www.change-management-coach.com/kurt_lewin.html

http://www.nationalforum.com/Electronic%20Journal%20Volumes/Kritsonis,%20Alicia
%20Comparison%20of%20Change%20Theories%20IJMBA%20V8%20N1%202005.pdf

http://www.nationalforum.com/Electronic%20Journal%20Volumes/Kritsonis,%20Alicia
%20Comparison%20of%20Change%20Theories%20IJMBA%20V8%20N1%202005.pdf0

http://www.change-management-coach.com/kurt_lewin.html

http://www.selwyn.org/selwyn/node/14

http://currentnursing.com/nursing_theory/change_theory.html

http://www.nursing-theory.org/theories-and-models/Lewin-Change-Theory.php

https://en.wikipedia.org/wiki/Kurt_Lewin

http://www.entarga.com/orgchange/lewinschein.pdf