1-Unfreeze: Change Curve

1- Unfreeze
This first stage of change involves preparing the organization to accept that
change is necessary, which involves breaking down the existing status quo
before you can build up a new way of operating.
Key to this is developing a compelling message showing why the existing way
of doing things cannot continue. This is easiest to frame when you can point
to declining sales figures, poor financial results, worrying customer
satisfaction surveys, or suchlike. These show that things have to change in a
way that everyone can understand.
To prepare the organization successfully, you need to start at its core – you
need to challenge the beliefs, values, attitudes, and behaviors that currently
define it. Using the analogy of a building, you must examine and be prepared
to change the existing foundations as they might not support add-on storeys.
Unless this is done, the whole building may risk collapse.
This first part of the change process is usually the most difficult and stressful.
When you start cutting down the "way things are done," you put everyone
and everything off balance. You may evoke strong reactions in people, and
that's exactly what needs to be done.
By forcing the organization to re-examine its core, you effectively create a
(controlled) crisis, which in turn can build a strong motivation to seek out a
new equilibrium. Without this motivation, you won't get the buy-in and
participation necessary to effect any meaningful change.
2- Change
After the uncertainty created in the unfreeze stage, the change stage is
where people begin to resolve their uncertainty and look for new ways to do
things. People start to believe and act in ways that support the new direction.
The transition from unfreeze to change does not happen overnight: people
take time to embrace the new direction and participate proactively in the
change. A related change model, the Change Curve , focuses on the specific
issue of personal transitions in a changing environment and is useful for
understanding this aspect in more detail.
In order to accept the change and contribute to making it successful, people
need to understand how it will benefit them. Not everyone will fall in line just
because the change is necessary and will benefit the company. This is a
common assumption and a pitfall that should be avoided.
Tip:
1- Unfortunately, some people will genuinely be harmed by change,
particularly those who benefit strongly from the status quo. Others may take
a long time to recognize the benefits that change brings. You need to foresee
and manage these situations.
2- Time and communication are the two keys to the changes occurring
successfully. People need time to understand the changes, and they also need
to feel highly connected to the organization throughout the transition period.
When you are managing change , this can require a great deal of time and
effort, and hands-on management is usually the best approach.
3- Refreeze
When the changes are taking shape and people have embraced the new ways
of working, the organization is ready to refreeze. The outward signs of the
refreeze are a stable organization chart, consistent job descriptions, and so
on. The refreeze stage also needs to help people and the organization
internalize or institutionalize the changes. This means making sure that the
changes are used all the time, and that they are incorporated into everyday
business. With a new sense of stability, employees feel confident and
comfortable with the new ways of working.
The rationale for creating a new sense of stability in our ever-changing world
is often questioned. Even though change is a constant in many organizations,
this refreezing stage is still important. Without it, employees get caught in a
transition trap where they aren't sure how things should be done, so nothing
ever gets done to full capacity. In the absence of a new frozen state, it is very
difficult to tackle the next change initiative effectively. How do you go about
convincing people that something needs changing if you haven't allowed the
most recent changes to sink in? Change will be perceived as change for
change's sake, and the motivation required to implement new changes simply
won't be there.
As part of the refreezing process, make sure that you celebrate the success of
the change – this helps people to find closure, thanks them for enduring a
painful time, and helps them believe that future change will be successful.
Practical Steps for Using the

Framework
Unfreeze
1. Determine what needs to change.
 Survey the organization to understand the current state.

 Understand why change has to take place.
2. Ensure there is strong support from senior management.
 Use Stakeholder Analysis and Stakeholder Management to identify

and win the support of key people within the organization.
 Frame the issue as one of organization-wide importance.
3. Create the need for change.
 Create a compelling message about why change has to occur.

 Use your vision and strategy as supporting evidence.
 Communicate the vision in terms of the change required.
 Emphasize the "why."
4. Manage and understand the doubts and concerns.
 Remain open to employee concerns and address them in terms of the

need to change.
Change
1. Communicate often.
 Do so throughout the planning and implementation of the changes.

 Describe the benefits.
 Explain exactly how the changes will affect everyone.
 Prepare everyone for what is coming.
2. Dispel rumors.
 Answer questions openly and honestly.

 Deal with problems immediately.
 Relate the need for change back to operational necessities.
3. Empower action.
 Provide lots of opportunity for employee involvement.

 Have line managers provide day-to-day direction.
4. Involve people in the process.
 Generate short-term wins to reinforce the change.

 Negotiate with external stakeholders as necessary (such as employee
organizations).
Refreeze
1. Anchor the changes into the culture.
 Identity what supports the change.

 Identify barriers to sustaining change.
2. Develop ways to sustain the change.
 Ensure leadership support.

 Create a reward system.
 Establish feedback systems.
 Adapt the organizational structure as necessary.
3. Provide support and training.
 Keep everyone informed and supported.
4. Celebrate success!
Key Points
Lewin's Change Management Model is a simple and easy-to-understand
framework for managing change.
By recognizing these three distinct stages of change, you can plan to
implement the change required. You start by creating the motivation to
change (unfreeze). You move through the change process by promoting
effective communications and empowering people to embrace new ways of
working (change). And the process ends when you return the organization to
a sense of stability (refreeze), which is so necessary for creating the
confidence from which to embark on the next, inevitable change.
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The Unfreeze - Change - ReFreeze Model require a culture able to adapt
quickl
The Simple fact is HUman are the one who will make the change. ‫االنسان هو من‬
‫يحدث التغيير‬
The next model to be examined is the Burke - Litwin model of
individual and organizational performance, developed by Warner
Burke and George Litwin. This model shows how to create first-
order and second-order change (which the authors
call “transactional change” and “transformational change”). In
first-order change, some features of the organization change but
the fundamental nature of the organization remains the same. First-
order change goes by many different labels: transactional,
evolutionary, adaptive, incremental, or continuous change. OD
programs are directed toward both first – and second – order
change, with an increasing emphasis on second-order,
transformational change.
Org. Climate & Org. Culture
The model distinguishes between organizational climate and
organizational culture. Organizational climate is define as
peoples’s perceptions and attitudes about the organization –
whether it is a good or bad place to work, friendly or unfriendly,
hard working or easygoing ,and so forth. These perceptions are
relatively easy to change because they are built on employees’
reactions to current managerial and organizational practices. On the
other hand, organizational culture is defined as deep-seated
values, assumptions, and beliefs that are enduring, often
unconscious, and difficult to change. Changing culture is much
more difficult that changing climate. The premise of the Burke-
Litwin model is this: OD interventions directed toward structure,
management practices, and systems (policies and procedures)
result in first-order change; interventions directed toward mission
and strategy, leadership, and organization culture result in second-
order change.
Transactional & Transformational Leadership Style
The model also makes a distinction between transactional and
transformational leadership styles. These two concepts come from
leadership research which found that some leaders are capable of
obtaining extraordinary performance from followers while other
leaders are not. Transformational leaders are “leaders who
inspire followers to transcend their own self-interested for
the good of the organization and who are capable of having a
profound and extraordinary effect on their
followers”. Transformational leadership embodies inspiration which
leads to new heights of performance. Transactional leaders
are “leaders who guide or motivate their followers in the direction of
established goals by clarifying role and task requirements”.
Transactional leadership embodies a fair exchange between leader
and follower that leads to “normal” performance. Transactional
leadership is sufficient for causing first-order change.
Kotter's 8-Step Change Model

1-Unfreeze: Change Curve

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1- Unfreeze

Practical Steps for Using the

 Survey the organization to understand the current state.

2. Ensure there is strong support from senior management.

 Use Stakeholder Analysis and Stakeholder Management to identify

3. Create the need for change.

 Create a compelling message about why change has to occur.

4. Manage and understand the doubts and concerns.

 Remain open to employee concerns and address them in terms of the

 Do so throughout the planning and implementation of the changes.

 Answer questions openly and honestly.

 Provide lots of opportunity for employee involvement.

4. Involve people in the process.

 Generate short-term wins to reinforce the change.

 Identity what supports the change.

2. Develop ways to sustain the change.

 Ensure leadership support.

3. Provide support and training.

 Keep everyone informed and supported.

Finding This Article Useful?

Kotter's 8-Step Change Model

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