Introduction

Change management has become an increasingly important aspect of organizational

development, as companies strive to remain competitive in the rapidly changing business
environment (Cameron & Green, 2015; Dawson, 2014). Kurt Lewin's model of change
management has been widely used as a framework for managing organizational change due
to its simplicity and effectiveness (Oreg, Vakola, & Armenakis, 2011). This model involves
three stages: unfreezing, changing, and refreezing. During the unfreezing stage, individuals
are made aware of the need for change and their resistance to it is reduced. In the changing
stage, new behaviors and processes are implemented, and in the refreezing stage, the changes
are embedded in the organizational culture.
In recent years, several studies have examined the impact of Lewin's model of change
management on organizational performance, with mixed results. While some studies have
found a positive relationship between the use of Lewin's model and organizational
performance (Cameron & Green, 2015; van der Voet & Kuipers, 2017), others have found no
significant impact (Spector, 2019). Furthermore, the role of commitment to change as a
moderating variable in the relationship between Lewin's model and organizational
performance has not been thoroughly explored.
The purpose of this study is to examine the impact of Lewin's model of change
management on the performance of government limited companies, with the moderating
variable of commitment to change. Specifically, the study aims to: Evaluate the extent to
which government limited companies have adopted Lewin's model of change management.
Moreover, to investigate the impact of Lewin's model on the performance of government
limited companies. Analyze the moderating effect of commitment to change on the
relationship between Lewin's model and organizational performance. The findings of this
study are expected to contribute to the literature on change management by providing insights
into the effectiveness of Lewin's model in the context of government limited companies, as
well as the role of commitment to change in the implementation of change management
strategies.

Literature Review

Change management is seen in organizational management as a crucial component to

its survival and growth. Change management is characterized as a strategic procedure utilized
to enhance an organization's operations (Farrell, 2018). The main drivers for firms putting
change management into place are changes to the working environment and work procedures.
A particularly effective method for bringing about changes in organizational operations and
activities is change management (Burnes & Bargal, 2017). Organizational change, process
change, and people change are the three main pillars of the change management process. The
main goal of change management is the organizational change. The second crucial element is
the process modification. The third essential element is a shift in the people.
Changes to the organizational structure, procedures, and policies are all part of the
organizational shift. Changes to work procedures are part of the process change. Changes in
the workforce are a result of changes in individuals. A crucial component of organizational
management is change management (Burnes & Bargal, 2017). To implement changes in
organizational operations and functions, change management is employed. Organizational
change, process change, and people change are the three main pillars of change management.

Business Performance

The improvement of organizational performance is linked to the improvement of

individual performance, skills, knowledge, and experience in today's dynamic, quickly
changing workplace and worldwide economy. However, a significant problem confronting
management today is the capacity to attain and sustain high performance and productivity
in companies. The existence of change management techniques has a good influence on a
company's performance. These practices have a substantial impact on organizational
competences, which in turn provides a fantastic boost for further boosting innovativeness.
Organizations associate change management techniques with performance optimization.
Firms constantly look for newer sources of competitive advantage as a result of intense
competition, shortened product life cycles, and volatile product and market environments.
One of the most significant is change management practices, which have the power to both
improve and determine the fate of an organization. In order for a corporation to
successfully implement its competitive strategy, effective change management practices
methodically arrange all individuals to directly affect employee attitude and behavior. As a
result, the company may get a competitive edge and perform better.
The company's culture is one of the key elements that might impact performance.
The collection of customs, ethics, principles, and practices that guide how individuals
behave inside an organization is referred to as its culture. The attitudes and actions of an
organization's workers may be shaped by its culture, which can also affect how well the
business performs. For instance, a hierarchical company may struggle to undertake change
programs and may find it challenging to promote innovation. The leadership of the
company is another component that may have an impact on business success. In order to
support change and creativity, leaders must first create an atmosphere that is favorable to
change. In order to guarantee that everyone in the business is aware of and active in change
projects, leaders must be able to effectively communicate their vision, offer guidance, and
inspire their team members to take action. Business performance may also be impacted by
an organization's organizational structure. The success of change efforts and an
organization's capacity to adapt to change may both be influenced by its organizational
structure. Businesses with inflexible hierarchies may struggle to execute change efforts
successfully, while organizations with more adaptable structures may find it simpler to do
so.
Finally, technology may have an impact on how well a firm performs. Technology
may provide businesses fresh methods for delivering goods and services, expanding their
consumer base, and increasing productivity. But it may also pose problems for businesses,
such higher expenses and more dangerous security concerns. To make sure that new
technologies are employed in a way that benefits the business, organizations must
thoroughly assess the possible dangers and advantages of such technologies.

S.No Authors Journal Name Variable and Dimensions

Amankwah-Amoah et Journal of Business
1 al (2017) Research Firm performance: financial performance
Cai, S., & Yang, Z. Journal of Management Firm performance: financial performance,
2 (2018) Information Systems operational performance
Firm performance: financial performance,
Chung, K. H., &… Journal of Business marketing performance, operational
3 (2017) Research performance

4 Elbanna et al., (2019)
6 Abbas et al. (2020)
7 Ali et al. (2020)
8 Chang et al. (2018)
Choi and Wang
9 (2017)
Gharleghi et al.
10 (2019)
11 Jabbour et al. (2018)
12 Kalliny et al. (2020)
British Journal of Firm performance: operational
Management performance, innovation performance
Financial performance: profitability,
liquidity, and solvency; Social performance:
customer satisfaction, employee
satisfaction, and community development;
Environmental performance: resource
utilization and waste management; Overall
Sustainability firm performance
Financial performance: return on assets,
return on equity, and earnings per share;
Non-financial performance: customer
satisfaction, employee satisfaction,
innovation, and social responsibility;
Journal of Business Ethics Overall firm performance
Financial performance: return on assets and
return on equity; Non-financial
performance: customer satisfaction,
Journal of Business employee satisfaction, and innovation;
Research Overall firm performance
Financial performance: return on assets and
return on equity; Non-financial
performance: customer satisfaction,
employee satisfaction, and innovation;
Journal of Business Ethics Overall firm performance
Financial performance: sales growth and
return on investment; Environmental
Journal of Cleaner performance: resource utilization and waste
Production management; Overall firm performance
Financial performance: profitability and
return on assets; Social performance:
employee satisfaction and supplier
relationships; Environmental performance:
Journal of Cleaner waste management; Overall firm
Production performance
Financial performance: sales growth and
return on investment; Non-financial
performance: customer satisfaction,
Journal of Business employee satisfaction, and brand reputation;
Research Overall firm performance

The review on Kurt Lewin model of change management

Kurt Lewin, a famous German psychologist, created the concept for change
management. The Lewin model is sometimes referred to as the three-stage transition
model. The three-stage model of change is a prevalent change management paradigm. The
three-stage model of change is used to effect organizational operations and functions
modifications. The Kurt Lewin Model of Change Management is a well-known and
commonly used paradigm for managing change in organizations. The model was devised
by social psychology pioneer Kurt Lewin to assist businesses in identifying, evaluating,
and managing change projects. The model includes three stages: defrosting, movement, and
refreezing. Each of these phases is aimed to assist businesses in identifying, evaluating, and
managing the consequences of change efforts on the company.
Unfreezing, altering, and refreezing are the three phases of the three-stage model of
change. The first step of the three-stage paradigm of transformation is defrosting. In the
unfreezing phase, the organization is prepared for the transition. The second step of the
three-stage model of change is the altering stage (Burnes & Bargal, 2017). The altering
phase is used to carry out the change. The third step in the three-stage paradigm of
transformation is the refreezing stage. Refreezing is done to solidify the transformation.
The three-stage model of change is a prevalent change management paradigm. The three-
stage model of change is used to effect organizational operations and functions
modifications. Unfreezing, altering, and refreezing are the three phases of the three-stage
model of change.
In today's enterprises, the demand for change is rising. The need to create and
implement new knowledge and technology, to react to client expectations, to adapt to the
changing requirements of workers, and to maintain global market competitiveness is rising.
Change management is a method that facilitates this shift for companies. It is a method for
transitioning people, teams, and organizations from their present condition to their intended
future state. Change management is the application of information, skills, tools, and
procedures to a transition to guarantee that changes to a business process or system are
implemented easily and effectively (Burnes & Bargal, 2017). Change management is a
method for transitioning people, teams, and organizations from their present condition to
their intended future state (Farrell, 2018). Change management is the application of
information, skills, tools, and procedures to a transition to guarantee that changes to a
business process or system are implemented easily and effectively. This study's primary
purpose is to determine the effect of organizational change on workers and how they adjust
to the changes. Change management is a method for transitioning people, teams, and
organizations from their present condition to their intended future state. Change
management is the application of information, skills, tools, and procedures to a transition to
guarantee that changes to a business process or system are implemented easily and
effectively. This study's primary purpose is to determine the effect of organizational change
on workers and how they adjust to the changes.
In the early 1940s, Kurt Lewin created one of the most well recognized and
influential models of organizational transformation (Bennett, 2006). Lewin's unfreezing-
change-freezing model highlights that change is a process that transfers an organization
from its existing condition (the freeze) to a new, desired state (the unfreeze). Lewin thought
that for change to be effective, it must pass through three different and consecutive phases:
unfreezing, altering, and refreezing. In the period of defrosting, an organization is prepared
for change. This occurs when the existing state is "thawed" and the organization is
prepared to transition to a new state. Lewin argued that this phase is essential for change to
occur since it is when the organization breaks down its present, comfortable, and familiar
methods of doing things. This phase is sometimes the most challenging since it needs
people to let go of the past and be receptive to new methods of operation. The altering
phase is when the real transformation takes place. This is when the company implements
the new processes that were determined in the defrosting phase. The transitional period
might be challenging since it demands workers to conduct themselves differently. They
may be unfamiliar with the new procedures and fight the change as a result. In the period of
refreezing, the new methods of doing things become the norm. This is when the
organization "freezes" the new procedures so they become the new status quo. The
importance of the refreezing phase lies in the fact that it guarantees that the modifications
made during the altering phase are embraced and used by the business for the long term.

Authors Journal Name Independent Moderating Variable Dependent

 Variable and
Dimensions and Dimensions Variable
Commitment to
Change - Affective,
Journal of Continuance, and Firm
Al-Karaghouli et Business Change Normative Performanc
al. (2019) Research Management Commitment e
Commitment to
Change - Affective,
Continuance, and Firm
Management Change Normative Performanc
Alzahrani (2020) Science Letters Management Commitment e
Commitment to
Change - Affective,
Journal of Continuance, and Firm
Business Change Normative Performanc
Cai et al. (2018) Research Management Commitment e
Commitment to
Change - Affective,
Journal of Continuance, and Firm
Caldwell et al. Change Change Normative Performanc
(2018) Management Management Commitment e
Commitment to
Journal of Change - Affective,
Organizational Continuance, and Firm
Coelho et al. Change Change Normative Performanc
(2017) Management Management Commitment e
Commitment to
Change - Affective,
Continuance, and Firm
Damanpour & Journal of Change Normative Performanc
Aravind (2012) Management Management Commitment e
Commitment to
The Journal of Change - Affective,
Applied Continuance, and Firm
Ellman & Rogers Behavioral Change Normative Performanc
(2019) Science Management Commitment e

Change management.

Change is inevitable, and in order to thrive, businesses must adapt to it.

Organizational transformation may be described as "the transition from one organizational
state to another" (Burnes, 2017, p. 9). Change within an organization may be triggered by
either internal or external sources. Culture, structure, and procedures comprise internal
organizational variables. vExternal elements consist of technical development, economic
development, and political development. Changes in organizations may be intentional or
unforeseen. The company initiates planned transformation to attain certain objectives.
Unpredictable change is caused by factors outside the organization's control. Changes in
organizations may be intentional or unforeseen. The company initiates planned
transformation to attain certain objectives. Unpredictable change is caused by factors
outside the organization's control. Change management is a method that facilitates this shift
for companies (Burnes & Bargal, 2017). It is a method for moving people, teams, and
organizations from their present condition to their intended future state (Farrell, 2018).
 Change management is the application of information, skills, tools, and procedures
to a transition to guarantee that changes to a business process or system are implemented
easily and effectively. This study's primary purpose is to determine the effect of
organizational change on workers and how they adjust to the changes (Fullan & Michael,
2019). Change management is a method that facilitates this shift for companies. It is a
method for transitioning people, teams, and organizations from their present condition to
their intended future state. Change management is the application of information, skills,
tools, and procedures to a transition to guarantee that changes to a business process or
system are implemented easily and effectively. This study's primary purpose is to
determine the effect of organizational change on workers and how they adjust to the
changes. In addition, the table below illustrates the research and dimensions utilized for
Change Management in those studies.

S.No Authors Journal Variable and Dimensions

Al-Haddad & Kotnour Journal of Change Change management: 1) process, 2)
1 (2015) Management people, 3) technology, and 4) structure
Change management: 1) assessment, 2)
Armenakis & Harris planning, 3) implementation, and 4)
2 (2015) Human Resource Planning evaluation
Change management: 1) mobilizing
commitment, 2) fostering collective
action, and 3) building the
3 Beer & Nohria (2018) Harvard Business Review organization's capabilities
Change management: 1) initiating
Cameron & Green Journal of Applied Behavioral change, 2) sustaining momentum, and
4 (2015) Science 3) establishing new norms
Change management: 1) diagnosis, 2)
design, 3) implementation, and 4)
5 Choi & Ruona (2015) Human Resource Management evaluation
Change management: 1) visioning, 2)
Cummings & Worley diagnosing, 3) intervening, and 4)
6 (2014) Cengage Learning evaluating
Journal of Change Change management: 1) content, 2)
7 Dawson (2017) Management process, 3) context, and 4) outcomes
Change management: 1)
De Witte & Rogiest International Journal of Public communication, 2) involvement, 3)
8 (2017) Administration trust, 4) coherence, and 5) leadership
Change management: 1) establishing a
sense of urgency, 2) forming a powerful
coalition, 3) creating a vision, 4)
communicating the vision, 5)
empowering others to act on the vision,
6) creating short-term wins, and 7)
consolidating gains and producing more
9 Kotter (2019) Harvard Business Review change

Theories of change management

There are numerous distinct change management philosophies. Lewin model of

change, Kotter model of change, and the ADKAR (Awareness, Desire, Knowledge, Ability,
and Reinforcement) model of change by Jeff Hiatt (Jeffrey M. Hiatt is an entrepreneur and
author who invented the ADKAR Model of Change) are the most notable change models.
The concept is the result of his study and is also described in his book entitled ADKAR: a
paradigm for change in business, government, and our society. The Lewin model of change
consists of three steps: unfreezing, altering, and refreezing. The Kotter model of change is
an eight-step process that includes creating a sense of urgency, forming a guiding coalition,
developing a vision and strategy, communicating the change vision, empowering broad-
based action, generating short-term victories, consolidating gains and generating additional
change, and institutionalizing new approaches. The ADKAR model of transformation is a
five-step procedure consisting of awareness, desire, knowledge, capability, and
reinforcement (Burnes & Bargal, 2017).
The first phase of the Lewin model of transformation is defrosting. It is the process
of generating discontent with the existing state. This may be accomplished through instilling
a feeling of urgency, challenging the status quo, or developing a vision for the future. The
second phase in the Lewin model of change is change. It is the transition from the existing
state to the anticipated future state. This may be accomplished by creating a plan of action,
putting the plan into motion, or making the change permanent. The third phase of the Lewin
model of change is refreezing. Permanentization is the process of making a change
permanent. This may be accomplished via institutionalizing the shift, establishing a new
equilibrium, or reinforcing the change (Burnes & Bargal, 2017). The Kotter change model
The Kotter model of change is an eight-step process that includes creating a sense of
urgency, forming a guiding coalition, developing a vision and strategy, communicating the
change vision, empowering broad-based action, generating short-term victories,
consolidating gains and generating additional change, and institutionalizing new
approaches. The first phase in the Kotter model of change is creating a feeling of urgency. It
is the process of instilling a feeling of urgency around the need of change.
This may be accomplished through conveying the need for change, emphasizing the
urgency of change, or motivating people to take action (Fullan & Michael, 2019). The
second phase of the Kotter model of change is to build a steering coalition. It is the process
of assembling a group of individuals to lead the change initiative (Farrell, 2018). This Team
must be varied, possess the capacity to influence others, and be dedicated to change. The
third phase in the Kotter model of change is developing a vision and plan. It is the process
of creating a common vision of the future and a plan to achieve that goal. This shared vision
should be motivating, attainable, and consistent with the organization's principles. The
fourth phase of the Kotter model of change is communicating the change vision. It is the
process of conveying the change vision to all organization members. This statement should
be very clear, brief, and reiterated often. The fifth stage of the Kotter model of
transformation is empowering broad-based action.
It is the process of empowering workers to make choices and take action. This may
be accomplished by eliminating obstacles to change, enabling staff to take action, or giving
tools to promote change. The sixth phase of the Kotter model of change is generating short-
term gains. It is the process of achieving short-term victories in order to generate
momentum for change. This may be accomplished by defining objectives, assessing
progress, or celebrating victories. The seventh phase of the Kotter model of change involves
consolidating achievements and creating further change (Fullan & Michael, 2019). It is the
process of consolidating gains and generating more change. This might be accomplished
through institutionalizing new techniques, continuing to express the goal for change, or
maintaining momentum. The eighth and last phase of the Kotter model of change is
institutionalizing new strategies. It is the process of making permanent the new ways. This
might be accomplished by integrating the new techniques into the company's culture,
making the new approaches the new standard, or paying people for using the new ways. The
ADKAR change model The ADKAR model of transformation is a five-step procedure
consisting of awareness, desire, knowledge, capability, and reinforcement. The first phase of
the ADKAR model of transformation is awareness (Kotter, 2019).
It is the process of bringing attention to the need of change. This may be
accomplished through conveying the need for change, emphasizing the urgency of change,
or motivating others to act. The second phase of the ADKAR model of transformation is
desire. It is the process of generating change motivation (Farrell, 2018). This may be
accomplished through establishing a feeling of urgency, challenging the current quo, or
developing a future vision. The third phase of the ADKAR model of transformation is
knowledge. It is the process of learning the information and abilities required for
transformation. This may be accomplished by staff training, resource provision, or
mentorship. The fourth phase of the ADKAR model of transformation is capability. It is the
development of the capacity to change. This may be accomplished by eliminating obstacles
to change, enabling staff to take action, or giving tools to promote change. The fifth and
final phase of the ADKAR model of transformation is reinforcement. It is the process of
strengthening the transformation. This may be accomplished by defining objectives,
assessing progress, and recognizing victories (De Witte & Rogiest, 2017).
According to Farrell (2018), theories of change management (TCM) give a
framework for considering how change occurs. TCM is being used as a tool for planning,
executing, and evaluating programs and initiatives in the public and nonprofit sectors. There
are several TCM methods, each with its own strengths and disadvantages. According to
Farrell (2018), the most prevalent TCMs are the linear-causal model, the complex adaptive
systems model, the appreciative inquiry model, and the social-ecological model. The linear-
causal model is the most established and well-known TCM model. Change occurs in a
linear, cause-and-effect pattern, according to this theory. This paradigm is often used in
program assessment because it permits the identification and measurement of particular
programmatic components. The linear-causal model, however, has numerous shortcomings.
First, it believes that change is a unidirectional process, despite the fact that change is often
bidirectional. Second, it implies that change occurs in a vacuum, disregarding the intricate
web of interactions through which change occurs. Lastly, the linear-causal model does not
always account for the role of luck or chance in the process of change.
The complex adaptive systems model is a more modern TCM that seeks to
overcome some of the shortcomings of the linear-causal model. This paradigm suggests that
change occurs in a complicated, nonlinear manner. It recognizes the significance of
feedback loops, many causes, and other aspects that make change difficult to anticipate and
regulate, per Farrell (2018). As it offers a framework for comprehending the complex
interactions that occur during times of change, the complex adaptive systems model is often
used to organizational change projects. First, it is difficult to operationalize, making its
application to program assessment challenging. Second, the transformation process is not
always accounted for the function of human agency. Lastly, the model of complex adaptive
systems does not always give clear direction on how to implement desired modifications
(Kotter, 2019).
The appreciative inquiry model is a TCM that emphasizes on the positive elements
of change and is based on the concept of strengths. This concept, according to Farrell
(2018), proposes that change occurs most effectively when addressed with appreciation and
positive esteem. The approach of appreciative inquiry is often used in organizational change
projects because it gives a framework for thinking about change that is based on strengths as
opposed to weaknesses. However, the paradigm of appreciative inquiry has a number of
disadvantages. First, it might be difficult to operationalize, making program assessment
difficult. Second, the transformation process is not always accounted for the function of
human agency. Lastly, the concept of appreciative inquiry does not always give clear
direction on how to implement desired changes. The socio-ecological model is a systems-
based TCM, according to Farrell (2018), that emphasizes on the interactions between people
and their social and physical surroundings. According to this concept, change is most
effective when handled from a systems viewpoint. The social-ecological model is often used
in organizational change efforts because it offers a framework for thinking about change
that takes into account the intricate web of interactions within which change occurs ( De
Witte & Rogiest, 2017). Nevertheless, the social-ecological model has a number of
shortcomings. First, it might be difficult to operationalize, making program assessment
difficult. Second, the transformation process is not always accounted for the function of
human agency. Lastly, the social-ecological model may not always give clear instructions
on how to implement desired changes.

Change management strategies.

There are several different approaches to change management. Top-down change,

bottom-up change, middle-out change, and whole-system change are the most popular
change management techniques. Senior management usually starts and leads top-down
change, which is a kind of change management approach. An employee-driven change
management technique is known as "bottom-up change." Middle managers initiate and lead
middle-out change, a change management method (Burnes & Bargal, 2017). Whole-system
transformation is a change management technique that involves the whole business. Each
of these change management techniques has benefits and drawbacks. The most typical
approach to change management is top-down change. It is the most successful change
management tactic and is also the most effective. Top-down reform, however, might be
seen as dictatorial and met with resistance from staff. The least used method of change
management is bottom-up change. It is the least effective change management tactic and
has the lowest success rate. The workers may, however, see bottom-up reform as
participatory and support it. A middle ground between top-down and bottom-up change
management approaches is known as middle-out change. It is more successful than top-
down change and more effective than bottom-up change. But middle-outside reform may
be seen as authoritarian, and staff members may fight it (Farrell, 2018). The most extreme
approach to change management is whole-system transformation. It is the least effective
change management tactic and has the lowest success rate. Whole-system transformation,
however, has the potential to be seen as participatory and get employee support. One of the
most well-known and significant ideas in social science is Kurt Lewin's model.
According to Lewin's (1951) theory, a person's conduct depends on both their
environment and themselves. In other words, conduct is influenced by both personal traits
and the environment in which it occurs. A broad range of social phenomena, including
organizational transformation, have been explained using the concept. According to
Lewin's concept, effective change requires three components: unfreezing, altering, and
refreezing. The act of developing the drive and circumstances required for change is
referred to as "unfreezing." The act of putting the intended change into action is referred to
as "changing." Refreezing is the process of establishing new norms and behaviors that
support the change in order to make sure it stays. To describe how companies may
effectively execute change, Lewin's model has been employed. The approach specifically
contends that change must be meticulously prepared for and executed in phases. All
stakeholders must be involved in and supportive of the change. Change is likely to fail
without these components (Kotter, 2019).
The change model developed by Kurt Lewin has had a significant impact on
organizational development. According to Lewin's concept, the process of change may be
divided into three phases: unfreezing, altering, and refreezing. People are propelled to
change during the unfreezing stage by a feeling of discontent with the present situation.
People actively adopt new habits and ways of thinking throughout the shifting period.
People solidify their new habits and ways of thinking during the refreezing stage,
assimilating them into their daily routines. Because of its linearity and disregard for the
part power plays in the process of transformation, Lewin's paradigm has come under fire. It
is still a useful foundation for comprehending change, however. There is a ton of literature
on change management techniques. But a few significant motifs stand out. The first step is
to instill a feeling of urgency for change. Second, it's critical to reach agreement on the
need of change. Third, having a distinct and engaging vision for the future is crucial.
Fourth, having a strategy for achieving change is crucial. Fifth, it's crucial to successfully
convey the transformation strategy. Sixth, it's crucial to increase adherence to the change
strategy (De Witte & Rogiest, 2017). Seventh, it's critical to keep an eye on developments
and modify the change strategy as necessary. Eighthly, it's important to recognize
accomplishments and draw lessons from setbacks. The aforementioned ideas are in line
with Lewin's change model. The unfreezing stage includes developing a feeling of urgency,
reaching agreement, and having a clear goal. Apart from the stage of changing,
communicating the change strategy and creating commitment are important. The refreezing
step includes assessing results and making adjustments. There is no one-size-fits-all
method for managing change. The situational factors will determine the best course of
action. But the aforementioned topics provide a helpful foundation for formulating change
management tactics.

Change management tools and techniques.

There are several tools and methods for managing change. Change management
teams, planning for change management communications, and change management training
are among the most popular tools and methods for managing change. Plans for change
management outline the procedures that must be followed to properly execute a change
(Fullan & Michael, 2019). Teams of individuals known as change management teams are in
charge of organizing and directing the change effort. Plans for communicating changes to
the organization's members are known as change management communication plans
(Farrell, 2018). Employee understanding and adaptation to the change are the goals of
change management training. Kurt Lewin's three-stage approach for change implementation
in businesses is known as the Change Management Model. The moving stage is intended to
carry out the change, the unfreezing stage is intended to inspire change, and the refreezing
stage is intended to make the change lasting. Lewin's approach is popular in business and
useful in many different sectors.
Unfreeze-Change-Refreeze, another name for Kurt Lewin's Change Management
Model, is a method that may be used to bring about change inside businesses (Lewin, 1951).
Unfreezing, altering, and refreezing are the three stages of the model. The first stage in
unfreezing is developing a feeling of dissatisfaction with the present circumstance. This
may be accomplished by explaining the need of change as well as its advantages. Making
adjustments is the second phase, which is called changing. Changing existing rules,
practices, or processes may accomplish this. The final phase, refreezing, entails integrating
the modifications and making sure they become the new standard. This may be achieved
through offering personnel training and assistance, as well as by monitoring and assessing
the changes' effects. Any business may implement change using the change management
model, but it works especially effectively for firms that are undergoing transformation. It is
a versatile model that may be customized to meet the unique requirements of the company.
The father of social psychology is Kurt Lewin. The change management model that
he developed is frequently used in the social and behavioral sciences. The three-stage theory
of change developed by Lewin, upon which the model is based, contends that all change is a
process that passes through three distinct and predicable phases: unfreezing, altering, and
refreezing. By comprehending the three phases of change and the activities that must be
performed in each step, the model is intended to aid people and organizations in navigating
the change process. When people or organizations first realize that a change is necessary,
they are at the unfreezing stage. As individuals attempt to make sense of the novel
circumstance, this is often a moment of uncertainty and disorder. When people or
organizations make the adjustments, it is known as the second stage, or transforming. As
individuals adjust to the new environment, this is sometimes a period of upheaval and
unrest. Refreezing is the third step, when people or organizations cement the changes and
incorporate them into their new way of operating. As individuals adjust to the new reality,
this is often a moment of stability and order. A useful tool for people and organizations
going through transition is the change management model. Knowing what stage of
transformation a person or organization is in and what has to be done at each level may be
helpful.

Change management skills

There are several types of change management abilities. The abilities needed for
effective change management include interpersonal, problem-solving, and communication
skills. Effective information transfer requires communication skills. Possessing problem-
solving abilities is being able to recognize and fix problems. The capacity to communicate
successfully with people is referred to as interpersonal skills. (De Witte & Rogiest, 2017).
The importance of communication in developing change preparedness, lowering
uncertainty, and securing commitment has been acknowledged as a crucial aspect of
organizational change success. It has been observed that communication within the context
of change may educate, engage, and even inspire partners to fully participate in the change
process. Over the last ten years, researchers and practitioners have been more interested in
the relationship between communications and organizational transformation. A number of
them have underlined the critical role that communications plays in change processes, and
some of them believe that communications and organizational transformation are processes
that are irrevocably intertwined. The literature study makes it clear that change is a
communication difficulty, or in a perspective close to this, that the main issue with change
implementation is communication. The actions involved in implementation are inevitably
accompanied by communication processes.
Frahm and Brown used comparisons between two companies involved in
incremental change processes to apply Kent and Taylor's five Principles of Dialogic
Communication to Public Relations in an organizational change scenario, and they created
a starting point for additional research. They looked examined how communication about
change affected people's openness to it. Surveys, participant observation, focus groups, and
document analysis were all used in the study's approach.

Change management best practices

 There are several effective practices for change management. The best practices for
change management that are most often used include employee participation in the change
process, communication of the change to all organization members, employee training and
support, and measurement and evaluation of the change's outcomes. Kurt Lewin is regarded as
the founding father of social psychology, and much of the research that has been done in the
area of organizational transformation has its roots in his studies of group dynamics.
Unfreezing-change-refreezing, another name for Lewin's model of change, is a three-stage
procedure used to effect change in organizations. According to the paradigm, companies must
unfreeze, or relax, their current structure and culture before they can alter or adopt fresh
concepts and procedures. The organization must refreeze, or solidify, the new structure and
culture once the change has been implemented. In order for change to occur, the current
structure and culture must be loosened at the unfreezing stage of Lewin's paradigm. This phase
entails building a feeling of discontent with the current situation and formulating a vision for
change. The true change happens at the change stage. Implementing fresh concepts and
methods is what this phase entails. The new structure and culture are cemented at the last step,
refreezing.
Kurt Lewin's theory of change has had a significant impact on both academic and
professional communities (Buchanan & Badham, 1999). According to Lewin, there are three
separate phases to change: unfreezing, altering, and refreezing (Lewin, 1951). People are
propelled to change during the unfreezing stage by a feeling of discontent with the present
situation. People experiment with novel methods of operation and pick up new habits
throughout the shifting stage. People integrate the new habits into their routines during the
refreezing period. Particularly pertinent in the context of organizational transformation is
Lewin's model (Buchanan & Badham, 1999). Lewin's model offers a useful foundation for
comprehending the difficult process of organizational transformation. A number of
organizational changes, such as those in structure, culture, strategy, and technology, have been
understood and managed using the model. The linearity of the model and its neglect of the
significance of power in organizational transformation have drawn criticism (Buchanan &
Badham, 1999). It is still a helpful tool for analyzing and overseeing change in businesses,
nevertheless.

Change management challenges

There are several issues with change management. Resistance to change, a lack of
employee participation, a lack of communication, and a lack of resources are the most
frequent problems with change management. The most frequent problem in change
management is resistance to change. It is the hardest obstacle to overcome and may lead to
the failure of a change initiative (Burnes & Bargal, 2017). The second most frequent issue
with change management is a lack of employee participation. It may result in personnel
turnover and the failure of a change initiative. The third most frequent problem with
change management is a lack of communication. It may result in miscommunication and
conflict, as well as the failure of a change initiative. The fourth most frequent problem with
change management is a lack of resources. It may result in the failure of a change attempt
and delays in the change's implementation.
Kurt Lewin claimed that three key psychological forces—drive, structure, and self-
image—could be used to explain human personality in his 1943 work, "A Dynamic Theory
of Personality" (Burnes & Bargal, 2017). Lewin contends that this constant confrontation
between these forces is what gives origin to the dynamic and ever-evolving character of
human personality. Lewin's theory has had a significant impact on psychology since its
beginnings, especially in the fields of social psychology and organizational behavior.
Although the theory is widely accepted, it has recently come under fire for lacking
scientific rigor and failing to address some of the most crucial aspects of human nature.
Lewin's thesis has been heavily criticized for, among other things, failing to effectively
explain how individuals evolve through time. The theory contends that the factors of drive,
structure, and self-image are largely responsible for determining personality, ignoring the
role of learning and growth in personality change (Burnes & Bargal, 2017). This argument
is especially pertinent in the context of change management since effective organizational
transformation requires a knowledge of how individuals change. Lewin's approach also
ignores how emotions affect a person's personality. Lewin's theory pays little regard to
emotions, despite the fact that it is well recognized that they have a huge impact on how we
behave.
Finally, the idea falls short of providing a satisfactory explanation for why some
individuals are more resistant to change than others. This is an important problem in
change management since one of the most frequent barriers to effective organizational
transformation is resistance to change. Lewin's theory of personality offers a helpful
beginning point for comprehending the complex nature of human personality,
notwithstanding its flaws. To acquire a more complete knowledge of human personality, it
is vital to keep in mind that the theory has its detractors and should be used in combination
with other psychological theories.

Change management methodologies

There are several different approaches to change management. The Lewin model of
change, the Kotter model of change, and the ADKAR model of change are the three most
popular change management techniques. Unfreezing, altering, and refreezing are the three
steps of the Lewin model of change (Burnes & Bargal, 2017). A sense of urgency must be
established, a guiding coalition must be formed, a vision and strategy must be developed,
communication of the change vision must be made, broad-based action must be
empowered, short-term wins must be produced, gains must be consolidated to produce
more change, and new methods must be institutionalized. This is the Kotter model of
change, which is a process that consists of eight steps (Fullan & Michael, 2019). The five-
step ADKAR model of change process entails.
Kurt Lewin, a social psychologist of German descent, created a model of change in
the early 1940s that has grown to be one of the most important in the study of
organizational behavior. According to Lewin's theory, sometimes known as the "force-field
model," change is a result of the interaction between two opposing forces: those that
promote change and those that thwart it. Other academics have developed and improved
Lewin's model throughout time, and it continues to be a well-liked framework for
comprehending and controlling organizational change. Lewin's original theory refers to the
force causing transformation as "unfreezing." This energy stands for the desire for change
brought on by discontent with the current situation (Fullan & Michael, 2019). The
"freezing" force is that which opposes change. This force stands for people's contentment
with the current situation and their aversion to change. These two factors interact to decide
if the change will occur and, if it does, how it will happen. Lewin's model suggests that
there are three main ways in which change might take place. "Changing the present
equilibrium" is the first step. When the forces causing change are powerful enough to
overcome the factors preventing it, this form of change takes place. The second kind of
alteration is referred to as" Known psychologist Kurt Lewin created a change management
framework that is frequently utilized in the corporate sector (Fullan & Michael, 2019). One
 of the most well-liked and efficient methods for managing change is his, known as Lewin's
Change Management Model. Three phases make up the model: unfreezing, altering, and
refreezing. Unfreezing is the first phase, which is meant to assist people and organizations
in becoming more adaptable to change. This is accomplished by instilling a feeling of
unhappiness with the present circumstance and by offering a picture of a better future. The
true change happens at the second stage, changing. This is the point at when people and
organizations pick up new skills and alter their behavior as needed. Refreezing, the third
phase, is when the modifications are cemented and rendered irreversible. This is
accomplished by ensuring that the new conduct is reinforced and accepted as the new
standard. One of the most well-liked and efficient models for managing change is Lewin's
Change Management Model. It's crucial to remember that there are certain drawbacks to
this strategy. The model, according to others, is oversimplified and fails to take complexity
into account.

The Concept of Adaptation

Different academics have given varying definitions of the term "adaptation." For instance,
"the process of adapting to new situations" is one definition of adaptation (Dixon, 2006, p.
2). The definition of adaptation is similar: "the act of adapting to new or changing
circumstances" (Folger & Poole, 2000, p. 4). According to these definitions, adaptation is a
process of adjustment that takes place in response to brand-new or altering circumstances.
There is no agreement on what constitutes adaptation, despite the fact that the idea of
adaptation has been described in a variety of ways. According to some academics,
adaptation refers to the process of adjusting in response to environmental change (Dixon,
2006; Folger & Poole, 2000). Others define adaptation as an adjustment process that
follows an internal change (Easterby-Smith & Araujo, 1999). Others claim that adaptation
is an adjustment process that happens in response to both internal and external change
(Burns & Stalker, 1961). The fact that there is no widely accepted typology of adaptation
only serves to exacerbate the lack of agreement on the idea of adaptation. For instance,
some academics have asserted that there are three categories of adaptation: ecological,
organizational, and technological (Dixon, 2006). Others have said that there are four
different categories of adaptation: cultural, organizational, institutional, and technological
(Folger & Poole, 2000). Others, however, have said that there are five different categories
of adaptation: social, organizational, institutional, economic, and technological (Easterby-
Smith & Araujo, 1999). Some academics claim that the idea of adaptation is "nebulous"
and "not especially helpful" due to the lack of agreement on the subject (Easterby-Smith &
Araujo, 1999, p. 5). Nevertheless, despite the lack of agreement on the definition of
adaptation, the literature on the subject has expanded recently and a number of academics
are now doing empirical study on the subject.

Approaches to Change Management

The management of change may be approached in a variety of ways. The strategies based on
the works of Kurt Lewin (1951), John Kotter (1995), and William Bridges are the most
popular (1991). The three-stage model of change, which consists of unfreezing, altering, and
refreezing, is the foundation of the Lewin method to change management (1951). The Kotter
approach to change management is based on the eight-stage model of change, which includes
instilling a sense of urgency, assembling a steering coalition, creating a strategic vision and
initiatives, disseminating the change vision, empowering staff for widespread action,
producing short-term wins, consolidating gains and producing more change, and
institutionalizing new methods (1995). The three-stage model of change, which includes
endings, transitions, and new beginnings, serves as the foundation for the Bridges method to
change management (1991).

Theoretical framework/Conceptual Framework

Fig. 1. Model of organizational change shows Kurt Lewin’s three steps models: Note: The
arrows show different stages of Kurt Lewin’s three steps models and not the relationship
between variables.

The conceptual framework of this study encompasses the factors that contribute to
the GLC’s performance. These factors include leadership styles, organizational culture,
organizational structure, communication, technology, and human resource management.
The model of change management proposed by Lewin is used to understand how these
factors influence GLC’s performance. The model includes three components that describe
how GLCs can use change management to improve their performance:

1) Unfreezing: This step involves unlearning old behaviors and attitudes that may be
hindering GLC’s performance. This step is important to create a positive environment in
which change can occur.
2) Changing: This step involves learning new behaviors and attitudes that will help improve
GLC’s performance. This step is important to develop an effective change management
plan.

3) Refreezing: This step involves consolidating the new behaviors and attitudes that have
been developed. This step is important to ensure that the new behaviors and attitudes are
integrated into the GLCs organizational culture.

The three-stage model of change, which consists of unfreezing, altering, and

refreezing, is the foundation of the Kurt Lewin model of change management (1951). The
Lewin model's three phases are thoroughly explained here. Unfreezing is the first step of
the Lewin model. Creating a feeling of discontent with the existing situation is part of this
stage. This may be accomplished by enhancing the feeling of urgency for change or by
making people more aware of the discrepancy between the existing condition and the
intended one. The second stage of the Lewin model, which deals with altering, may start
after a feeling of discontent has been established. The Lewin model's second stage is
evolving. Creating and carrying out a strategy to transform the present condition into the
desired one is what this step entails. This strategy should be founded on a knowledge of
both the present state's causes and the desired state's causes. The third step of the Lewin
model, refreezing, may start once the plan has been created and put into action. Refreezing
is the third step of the Lewin model. Consolidating the change by making it permanent is
the goal of this phase. This may be accomplished through institutionalizing the change or
by forming new routines and behaviors. The Lewin model is finished when the
modification has been consolidated.
Kurt Lewin initially introduced the three-stage Lewin model, commonly known as
the unfreezing-change-freezing model of change, in the early 1940s (cf. Lewin, Lippitt &
White, 1939). The concept is predicated on the notion that change is a procedure that starts
with an existing state or condition (the "unfreezing" stage), continues through a time of
transition (the "change" stage), and concludes with a new state or condition (the "freezing"
stage). The "unfreezing" stage, which is the first stage in the Lewin model, is focused with
creating the environment and motivation required for transformation. The goal of this stage
is to make people feel unsatisfied with the current state of affairs. Possible actions during
this stage include communicating the need for change, offering training and education on
the proposed changes, and developing a support network for those who will be impacted by
the changes. The "change" stage, which deals with putting the changes into action, is the
second stage of the Lewin model. In this phase, the new structure or system is often put up,
the people who will use it are given resources and assistance, and the change's outcomes
are tracked and evaluated. The "freezing" stage is the third stage in the Lewin model, and
it's when changes are consolidated and made permanent. In this stage, the new system or
structure is often institutionalized, continuous training and assistance are given, and it is
made sure that the advantages of the change are maintained over time. A helpful
framework for understanding and controlling the process of change is the Lewin model.
However, it should be highlighted that the model is not designed to be a prescriptive or
final manual for change management; rather, it is intended to be a flexible tool that can be
customized to the unique requirements of every given circumstance.

Change
Management
Strategies

Change
Management
Techniques

Change
Management Change Business
Skills Management Performance

Change
Management
Practices
Commitment
of Change
 Change
Management
Challenges

Change
Management Affective Continuance Normative
Methods
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