Click here to view full course: [ Ссылка ] In this lesson you will understand Lewin's Change Management Model and be able to implement it in your business.. According to the Encyclopedia Britannica, German American psychologist Kurt Lewin is recognized as a thought leader of social and organizational change during the 1940s. Lewin developed a model inspired by an iceberg, naming its stages: unfreeze, change, and refreeze. To implement change according to Lewin's model, you first unfreeze by preparing the people involved, which is much like defrosting water so it can move into a new position. Then you can change or rearrange it to a new form which means making the major shifts. And to reestablish the new changes, you refreeze the ice. Let's review the stages of the model in greater detail. During the unfreeze stage, leadership believes that a change is necessary. Leaders communicate what will change and why it's necessary. Managers create a sense of urgency. Employees feel motivated due to the urgency. The organization prepares for the change, and employees are trained to do jobs differently. This phase is about preparing the company by gently disrupting areas related to the changes. It's important to gain leadership support and inform employees so that when larger shifts happen, people can know what to expect and how to stay productive. If we think about organizational change the way some scholars define it as taking a company from one state to another, it explains why a model might include a stage that involves the organization before introducing anything new. The second phase is change, and it's when most of the transitioning occurs. During this stage, employees may feel the most vulnerable as they're experiencing something new. Leaders continue to train and counsel employees as needed. Leaders continue to share important updates. Leaders follow a change plan with milestones and deadlines, and leaders celebrate small successes by acknowledging progress. So while much of the change occurs, it's important to create a pattern of reassuring employees 'cause they're stakeholders as well. All employees don't have to undergo the change at the same time, instead, it's possible to do a rollout plan where different teams have their own timing. The third phase, refreezing is about reinforcing the new way of working. The term suggests that a business change is similar to water, and that if you don't refreeze it, it could continue to change or even evaporate away. During this phase, the change becomes the new norm. Employees accept the new way of doing business, and leaders reward employees for positive outcomes. This third stage is about maintaining new parts of the organization with acceptance, so again, employees are taken into consideration. Some modern psychologists feel that Lewin's model is too simplistic for the modern era. Part of this is because Lewin doesn't elaborate on how to structure a change plan using milestones and goals. Despite this potential fault, Lewin's model serves as a solid foundation for other models to build from.

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