Lewin’s Change Model: Stages, Examples and Challenges

Quick Overview

1. Lewin’s change model follows three stages: Unfreeze, Change and Refreeze, helping organisations prepare for, implement and sustain change. 

2. The unfreeze stage creates readiness for change by identifying the need, challenging existing practices and gaining stakeholder support. 

3. The change stage focuses on implementation, where new processes, behaviours or technologies are introduced with clear communication, training and support. 

4. Refreezing helps embed the new way of working by reinforcing updated practices, monitoring outcomes and integrating changes into everyday operations. 

5. In healthcare, Lewin’s model can support structured change, such as introducing new clinical processes, technologies or patient-care practices, although it may need to be combined with other improvement approaches in complex environments.

Change management helps organisations prepare people and processes for new ways of working. Kurt Lewin, a psychologist and social scientist, proposed a simple three-stage framework for understanding organisational change: Lewin’s Change Management Model. The model provides a structured way to prepare for change, implement it and help new practices become established.

According to Prosci’s Change Management research, more than 73% of respondents reported that their organisations were near, at or beyond the change-saturation point. This highlights the importance of using structured change management approaches to help people adapt effectively. Read this blog to explore Lewin’s Change Management Model, its three stages, practical applications and key challenges.

What is Lewin's Change Management Model?

Lewin’s Change Management Model describes organisational change through three stages: Unfreeze, Change and Refreeze. The model helps explain how an existing way of working can be prepared for change, moved towards a new state and then stabilised.

The model is often illustrated using an ice-block analogy. An existing shape is unfrozen, reshaped and then frozen again, representing the movement from the current state to a new way of working. This simple analogy helps explain why preparation and reinforcement are important parts of organisational change.

What are the Three Stages in Lewin's Model of Change?

Lewin’s model explains organisational change through three stages: Unfreeze, Change and Refreeze. Each stage serves a different purpose in preparing for, implementing and sustaining change. Let’s look at them in more detail:

Unfreeze

The first stage focuses on preparing people for change by helping them understand why the existing way of working may need to change. This can involve communicating the reasons for change, examining current practices and building support among those affected.

Evidence such as declining performance, customer feedback or changing organisational requirements can help demonstrate why action is needed. Because existing routines may be well established, resistance or uncertainty can also emerge during this stage. Altering the established procedures and practices creates an off-balance for both individuals and the organisation.

Change

This stage is also known as the Transition or Implementation stage, where the acceptance of new ways of doing things occurs. In this stage, individuals are "unfrozen," and the Change is implemented. It requires a carefully developed change management plan, effective communication, and active involvement of individuals to implement the Change.

However, this stage can be challenging due to uncertainties and people's fears about the outcomes of taking on the change process. Hence, it is essential to be ready with various change options, including planned approaches and trial-and-error methods. The company has to carefully analyse successes, failures, and areas of resistance through every change process. In this evaluation, two critical factors for successful and sustainable change implementation stand out: the flow of information and effective leadership.

Refreeze

In the Change process, the final step, known as refreeze, serves the crucial purpose of sustaining the implemented Changes. Its primary goal is to help embed the new practices so that they become part of normal organisational routines.

This can involve reinforcing new behaviours, updating processes and monitoring whether the change is producing the intended results. Without sufficient reinforcement, organisations may gradually return to previous ways of working.

To prevent the accumulating effect of resistive forces, measures must be strong enough to make the new change the "new normal." Achieving this requires both formal and informal mechanisms to adapt to the new Changes within the organisation. Strengthening the Change through these steps helps the organisation to sustain Change.

Where Can Lewin's Change Model Be Applied?

Lewin’s change model can be applied to different types of organisational change. The three-stage framework can help organisations prepare people for a transition, introduce the required changes and reinforce new ways of working across several areas.

1) Behaviour Modification and Upskilling: Implementing change often requires a shift in employee behavior and the acquisition of new skills. This involves not only training but also fostering a culture of continuous learning and adaptability through effective Change Management Activities. Employees should be encouraged to embrace change as an opportunity for personal and professional growth. By providing ongoing training and support, organisations can ensure that the desired changes become second nature to their workforce.

2) Changing Organisational Processes: Successful change initiatives often involve reevaluating and, when necessary, redesigning core processes, organisational structures, and information systems. It's crucial to strike a balance between innovation and efficiency. Organisations should carefully analyse how changes in processes and systems will affect their overall efficiency and effectiveness.

3) Changing Organisational Culture: Culture plays a pivotal role in any change effort. In order to achieve lasting results, changes should be deeply embedded in the organisational culture. This involves aligning the values, beliefs, and behaviours of employees with the goals of the change initiative. Companies that prioritise culture often have extensive culture codes and invest in employee development and upskilling. By nurturing a culture that embraces change and aligns with organisational goals, companies can ensure that change initiatives are sustained over the long-term.

4) Introducing New Technology: When adopting new technology, organisations should carefully plan and execute the transition. This includes creating a sense of urgency to motivate employees, assessing the current technology landscape, preparing for the change, implementing the new technology, and ensuring its long-term viability. Proper training and support are also critical to help employees adapt to the new technology.

5) Modifying Products and Services: Modifying products or services requires a strategic approach. Organisations should act swiftly to respond to market changes or customer needs. They should rigorously evaluate their existing offerings, create a well-defined plan for change, and seamlessly integrate the new product or service into their existing operations. This approach reduces the risk of failure, ensures a successful implementation, and helps organisations achieve their desired results. Effective communication is essential to inform both internal teams and external stakeholders of these changes, ensuring a smooth transition.

These examples show that Lewin’s Change Model can be used across different organisational contexts. Its effectiveness depends on how well the organisation prepares people for change, supports implementation and reinforces the new way of working.

Trainer’s Insight

Lewin’s Change Model is most effective when organisations treat it as a flexible framework rather than a rigid sequence. In healthcare especially, successful change depends on involving clinical teams early, communicating the reasons for change clearly and continuously reviewing whether the new practices are delivering the intended outcomes.

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Practical Examples of Lewin's 3-Stage Model

Lewin’s three-stage model can also be used as a framework for analysing major organisational changes. The following examples show how real-world transformations can be interpreted through the stages of Unfreeze, Change and Refreeze.

1) Nissan Motor Company

Nissan’s Revival Plan provides an example that can be interpreted through Lewin’s model. The company faced significant financial and operational challenges, creating a clear need to move away from existing practices.

Under Carlos Ghosn, Nissan created cross-functional teams to develop proposals for reducing costs and improving the business. New performance expectations, restructuring measures and growth initiatives then changed how the organisation operated.

From a Lewin perspective, the initial recognition of Nissan’s problems can represent Unfreeze, the restructuring and new practices represent Change, and the reinforcement of new organisational practices can be viewed as Refreeze.

2) Netflix

Netflix’s transition from DVD rentals to online streaming can be analysed through Lewin’s three-stage model. During the Unfreeze stage, the company responded to advances in broadband technology and changing consumer viewing habits. In the Change stage, Netflix introduced streaming in 2007 and gradually shifted its business towards digital entertainment.

The Refreeze stage can be seen as streaming becoming central to Netflix’s operations and long-term strategy. The company later expanded into original content and ultimately discontinued its DVD-by-mail service in 2023. This example demonstrates how Lewin’s framework can be used to interpret a major organisational transformation.

3) McDonald's

McDonald’s 2015 turnaround can also be interpreted through Lewin’s model. The company recognised the need to respond to changing customer expectations and reset parts of its business, creating the conditions for Unfreeze.

During the transition, McDonald’s restructured parts of its organisation, simplified operations, increased its customer focus and introduced initiatives such as All Day Breakfast. These actions represent the Change stage, where new approaches were introduced across the business.

The continued integration and evaluation of these practices can be viewed through the Refreeze stage as the company worked to establish its new operating direction.

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Challenges of Lewin’s 3-Stage Model in Action

Applying Lewin’s Change Management Model can involve several challenges. Resistance to change, unclear communication, limited resources and insufficient support can make organisational transitions more difficult. Here we discuss a few challenges of the model.

a) Resistance to Change: It is expected because of people’s reluctance to change habits and routines. It can be overcome by addressing issues, providing mental support to employees, clear communication, etc. If resistance is not addressed effectively, it can hinder the Change process.

b) Miscommunication: Clear communication is essential for initiating Changes in an organisation. Miscommunication can cause confusion and resistance among employees. To prevent this, one must create a well-defined communication plan considering its overall impact on an organisation.

c) Lack of Leadership: Insufficient leadership backing can prevent Change initiatives. Strong leadership support can provide clearer direction, reinforce the purpose of the change and encourage employee involvement. Leaders must communicate their vision, give guidance and ensure employee involvement.

d) Insufficient Resources: Organisations must allot time, money and support to implement Changes. Insufficient resources can weaken implementation and affect employee morale. Organisations should therefore plan the time, budget, staffing and support required for the change and adjust these resources as needs evolve.

e) Poor Training: For successful Change initiatives, employees require proper training. Without it, employees may make more mistakes or struggle to adopt new ways of working. Providing effective workshops, coaching and ongoing support can help employees develop the skills needed to adapt to change.

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Understanding Lewin's Change Management Model can help you implement changes efficiently in your organisation. It is a perfect approach enabling organisations to execute Changes to succeed. By following its three stages, organisations can better address resistance, support employees and make change more sustainable over time.