Kurt Lewin’s 3 steps to change
The business world is constantly changing, and if you want your company to remain efficient and competitive, change is inevitable. But how do you implement effective change? How do you get your team to adopt new ways of working? That’s where Kurt Lewin’s theory comes in.
Lewin’s model: a roadmap for change
To navigate the ever-changing landscape of the business world, you need a good model. And Lewin’s model is one of the most relevant. It describes the change process in three stages: melt, change and redesign. It’s a valuable tool for managing change in your organisation.
What makes Lewin’s model particularly useful?
It recognises that change is not a one-off event, but a process. It’s not just about implementing new ways of working, but also about deconstructing old ways and consolidating new ones.
What is the right metaphor for corporate change?
Change is a journey. It can be difficult and confusing, but with the right tools, such as change management models, and planning, it can also be an opportunity for growth and improvement. Prepare well, remain flexible and resilient, and you’ll be well on your way to leading your organisation into a prosperous and competitive future.
Our job is first and foremost to help our customers manage change. To do this, we organise workshops and training courses to help companies and all organisations to manage change independently.
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Stage 1: Melting, the start of the process
The first stage of Lewin’s model is the meltdown. This is the phase during which you prepare your team for change. You need to deconstruct old working patterns and habits and create a sense of dissatisfaction with the status quo. This is a crucial step, because without it, your team may resist change.
Melting down can be a difficult process. It involves questioning ways of doing things that may be deeply rooted in your business. But it is a necessary step in creating the impetus for change.
Stage 2: Change, the pivotal stage of the process
The second stage of Lewin’s model is the change itself. This is where you implement the new ways of working. This phase often involves a degree of uncertainty and a feeling of instability. That’s why it’s important to support your team during this period.
Change is not a linear process. There can be setbacks and challenges. The key is to remain flexible and resilient, and always keep the end goal of the change in mind.
Stage 3: Re-engineering, anchoring the new model
The third and final stage of Lewin’s model is redesign. This is the phase during which you consolidate the new working methods and ensure that they become the new norm. It’s a vital step in ensuring the sustainability of change.
Redesign often involves reinforcing the new ways of working with rewards and incentives. It also requires regular monitoring to ensure that the change is firmly embedded in the organisation.
How change management works over time?
Lewin’s model is a valuable roadmap for navigating the change process. It helps you to understand that change is not a one-off event, but a process that requires preparation, implementation and follow-up. With these three stages clearly defined, you are better equipped to manage change within your business and ensure a competitive future for your organization.
Resistance to change: how can it be overcome?
Resistance to change is an inescapable factor in any change management process, and it is crucial to address it correctly to ensure the successful implementation of change. According to Lewin’s model, resistance to change occurs mainly during the first melting-pot stage, when old ways of working are called into question. Resistance can manifest itself in different ways, ranging from anxiety about the unknown to open defiance.
It is essential to understand that resistance is not necessarily bad. In fact, it can be a valuable source of feedback for your project management team. Resistance can indicate sticking points, unresolved issues or legitimate concerns that need to be addressed.
To overcome resistance, it’s crucial to communicate openly and honestly with your team. Explain why the change is necessary, how it will benefit the company and each individual. Involving your team in the change process can help to increase their sense of control and reduce their resistance.