An analysis of Kurt Lewin's three step model for change within an organisation, showing the strenths and weaknesses of the theory.
Written in 2003; 1,783 words; 22 sources; MLA; $ 57.95
Paper Summary:
This essay critically examines Kurt Lewin's three step change process: "Unfreeze, Change, Refreeze". Strengths and weaknesses of the model are analysed and finally, suggestions for improving the model are made. The paper shows the different types of change experienced by an organisation and how management must deal with them in order to grow.
From the Paper:
"UNFREEZING In this first stage, a company must be awakened to a new reality and must disengage from the past, recognising that the old way of doing things is no longer acceptable (Kanter, R. et al. 1992). Disengaging from the past is critical to the "unfreezing" process because it is difficult for an organisation to embrace change until it has isolated the structures and routines that no longer work and has vowed to move beyond them (Kanter, R. et al. 1992). Unfreezing is initiated by recognising the need for change by identifying driving and restraining forces."
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