Lewin’s Change Management Model
Lewin’s Model for Managing Organizational Change
Kurt Lewin’s change model, developed in the 1940s, remains one of the most widely recognized frameworks for managing transitions in organizations. He proposed a process with three main phases:
- Unfreezing
- Changing (or Transition)
- Refreezing
Lewin’s background in physics influenced his thinking, he described change as similar to melting a block of ice and reshaping it into a new form. In practical terms, “unfreezing” asks organizations to let go of old patterns, behaviors, or routines that may stand in the way of progress. This phase focuses on helping people understand the reasons for change and encourages them to let go of established habits.
Once the environment is ready, the “changing” stage begins. This is where new methods, ideas, or systems are introduced, requiring staff to learn, adjust, and accept the evolving situation. During this phase, guidance and ongoing communication help teams adapt to new expectations.
The last stage, “refreezing,” involves establishing these changes as the new normal. Processes, roles, and cultural norms are reinforced so that the organization does not slip back into former routines. Lewin’s model helps leaders think systematically about how to move people and organizations through periods of adjustment.
The ADKAR Framework
The ADKAR model, introduced by Jeff Hiatt, takes a person centered approach to organizational change. The acronym stands for:
- Awareness: Recognizing the need for change
- Desire: Wanting to participate and support the change
- Knowledge: Understanding how to change
- Ability: Having the skills to implement change
- Reinforcement: Sustaining the change over time
ADKAR emphasizes that meaningful change only occurs when individuals are engaged at each stage. For example, without a real sense of “awareness” or “desire,” employees may passively resist or ignore new initiatives. The model encourages leaders to assess their teams’ readiness, spot areas of weakness, and provide tailored support.
In practice, this means checking whether people understand what is happening and why, equipping them with the training they need, and creating incentives or systems that reinforce new behaviors. By focusing on individual mindsets and progress, the ADKAR model makes it easier for organizations to predict challenges and provide support where it matters most.
Kotter’s Eight Steps for Leading Change
John Kotter outlined an eight step process to guide organizations through major transformations:
- Build a sense of urgency
- Form a powerful guiding team
- Shape a vision and strategy
- Share the vision clearly and widely
- Remove obstacles and empower others
- Celebrate early wins
- Sustain acceleration and keep improving
- Anchor changes in the culture
Kotter’s process begins with showing why action is needed right now and bringing together the right people to lead the effort. Leaders develop a clear vision and share it across all levels, making sure everyone understands the purpose. Removing barriers whether in the form of outdated policies or lack of resources, empowers employees to take action.
Small, early successes are celebrated to build momentum, while continued improvement keeps the change moving forward. In the final step, leaders make sure that the new ways of working are fully integrated into everyday practice so the improvements last. Kotter’s approach relies on teamwork, clear goals, and open communication to make sure change is accepted at every level.
Why Use Change Management Models?
Careful planning and structured models make organizational change more predictable and effective. Using these frameworks brings several advantages:
- Resources are allocated based on real needs
- Different teams’ unique challenges are addressed
- Change is implemented more quickly
- Employees are supported and guided
- Communication becomes more transparent
- Collaboration increases, reducing resistance
- Productivity and morale are preserved or improved
- Anxiety about change is minimized
- Risks are managed and disruptions are reduced
- Problems are resolved with greater efficiency
Common Challenges in Organizational Change
Surveys often reveal similar obstacles in organizations attempting change. Employees may lack trust in their leaders, feel uncertain about the reasons for change, or hesitate to get involved without clear direction. Many people wait to see a strong commitment from leadership before fully engaging in change efforts.
Change Management as a Solution
Lewin’s model can clarify the path forward by helping both managers and employees understand what needs to be left behind, what must change, and how to reinforce the new environment. For individual employees, techniques such as force field analysis can identify what factors are supporting or blocking change.
The ADKAR framework gives managers tools to measure progress, pinpoint weaknesses, and respond with the right kind of support or training. Inviting employees to join in and take ownership of the process helps ensure that momentum is sustained and that everyone is working toward the same goals.
Change Management in Practice: The U.S. Context
Change management models are useful for organizations of any size, as well as for personal development. Whether rolling out new processes in a U.S. branch or leading cross-border projects, these frameworks help leaders secure buy-in and prepare for obstacles. Simply relying on authority or position rarely works; genuine engagement and careful planning are essential.
Building teams that include employees at all levels, supporting learning, and encouraging honest communication are key to lasting change. Leaders who invest in these steps help staff acquire new skills, manage uncertainty, and ultimately succeed during transitions.