UNFREEZING, CHANGING AND

REFREEZING
(KURT LEWIN’S THREE PHASES CHANGE
MANAGEMENT MODEL)

REMELYN ALMONTE - NOCASA

Lewin’s Force Field Analysis Model

Restraining
Desired Forces
Condition
Restraining
Forces
Current Driving
Condition Forces

Restraining Driving
Forces
Forces

Driving
Forces

Before Change After Change

UNFREEZING
UNFREEZING

NOT TO TO
CHANGE CHANGE
TIPS TO UNFREEZE
• Change cannot be change for change sake but change because compelling
information about the business, market or product or so on is telling us this
is necessary. Do the analysis to determine what change is required. Internal
research, market data, etc. Build an understanding.
• Break down the existing status quo before developing a new way of doing
things. "Break the failing system while maintaining order“.
• Compel people to understand and know the old ways cannot continue and
use prior poor outcomes as references to this old status quo. Get the
message out. The who, what, when, where, how, and why changes and
improvements are required.
• Maintain regular and frequent communication lines open with all employees.
Have an open door policy from the leadership group that allows employees
in to discuss concerns and such can help eliminate barriers to change and
fears in terms of directing the need to change.
• Remain open and honest with feedback to staff and continue to build
cohesiveness among the groups affected.
• Build a guiding coalition and support from management and understand and
pay attention to the needs of stakeholders.
TIPS TO UNFREEZE
• Change cannot be change for change sake but change because compelling
information about the business, market or product or so on is telling us this
is necessary. Do the analysis to determine what change is required. Internal
research, market data, etc. Build an understanding.
• · Break down the existing status quo before developing a new way of doing
things. "Break the failing system while maintaining order“.
• · Compel people to understand and know the old ways cannot continue and
use prior poor outcomes as references to this old status quo. Get the
message out. The who, what, when, where, how, and why changes and
improvements are required.
• · Maintain regular and frequent communication lines open with all
employees. Have an open door policy from the leadership group that allows
employees in to discuss concerns and such can help eliminate barriers to
change and fears in terms of directing the need to change.
• · Remain open and honest with feedback to staff and continue to build
cohesiveness among the groups affected.
• · Build a guiding coalition and support from management and understand
and pay attention to the needs of stakeholders.
TIPS TO UNFREEZE
• Change cannot be change for change sake but change because compelling
information about the business, market or product or so on is telling us this
is necessary. Do the analysis to determine what change is required. Internal
research, market data, etc. Build an understanding.
• · Break down the existing status quo before developing a new way of doing
things. "Break the failing system while maintaining order“.
• · Compel people to understand and know the old ways cannot continue and
use prior poor outcomes as references to this old status quo. Get the
message out. The who, what, when, where, how, and why changes and
improvements are required.
• · Maintain regular and frequent communication lines open with all
employees. Have an open door policy from the leadership group that allows
employees in to discuss concerns and such can help eliminate barriers to
change and fears in terms of directing the need to change.
• · Remain open and honest with feedback to staff and continue to build
cohesiveness among the groups affected.
• · Build a guiding coalition and support from management and understand
and pay attention to the needs of stakeholders.
TIPS TO UNFREEZE
• Change cannot be change for change sake but change because compelling
information about the business, market or product or so on is telling us this
is necessary. Do the analysis to determine what change is required. Internal
research, market data, etc. Build an understanding.
• · Break down the existing status quo before developing a new way of doing
things. "Break the failing system while maintaining order“.
• · Compel people to understand and know the old ways cannot continue and
use prior poor outcomes as references to this old status quo. Get the
message out. The who, what, when, where, how, and why changes and
improvements are required.
• · Maintain regular and frequent communication lines open with all
employees. Have an open door policy from the leadership group that allows
employees in to discuss concerns and such can help eliminate barriers to
change and fears in terms of directing the need to change.
• · Remain open and honest with feedback to staff and continue to build
cohesiveness among the groups affected.
• · Build a guiding coalition and support from management and understand
and pay attention to the needs of stakeholders.
TIPS TO UNFREEZE
• Change cannot be change for change sake but change because compelling
information about the business, market or product or so on is telling us this
is necessary. Do the analysis to determine what change is required. Internal
research, market data, etc. Build an understanding.
• · Break down the existing status quo before developing a new way of doing
things. "Break the failing system while maintaining order“.
• · Compel people to understand and know the old ways cannot continue and
use prior poor outcomes as references to this old status quo. Get the
message out. The who, what, when, where, how, and why changes and
improvements are required.
• · Maintain regular and frequent communication lines open with all
employees. Have an open door policy from the leadership group that allows
employees in to discuss concerns and such can help eliminate barriers to
change and fears in terms of directing the need to change.
• · Remain open and honest with feedback to staff and continue to build
cohesiveness among the groups affected.
• · Build a guiding coalition and support from management and understand
and pay attention to the needs of stakeholders.
TIPS TO UNFREEZE
• Change cannot be change for change sake but change because compelling
information about the business, market or product or so on is telling us this
is necessary. Do the analysis to determine what change is required. Internal
research, market data, etc. Build an understanding.
• · Break down the existing status quo before developing a new way of doing
things. "Break the failing system while maintaining order“.
• · Compel people to understand and know the old ways cannot continue and
use prior poor outcomes as references to this old status quo. Get the
message out. The who, what, when, where, how, and why changes and
improvements are required.
• · Maintain regular and frequent communication lines open with all
employees. Have an open door policy from the leadership group that allows
employees in to discuss concerns and such can help eliminate barriers to
change and fears in terms of directing the need to change.
• · Remain open and honest with feedback to staff and continue to build
cohesiveness among the groups affected.
• · Build a guiding coalition and support from management and understand
and pay attention to the needs of stakeholders.
TIPS TO UNFREEZE
• Change cannot be change for change sake but change because compelling
information about the business, market or product or so on is telling us this
is necessary. Do the analysis to determine what change is required. Internal
research, market data, etc. Build an understanding.
• · Break down the existing status quo before developing a new way of doing
things. "Break the failing system while maintaining order“.
• · Compel people to understand and know the old ways cannot continue and
use prior poor outcomes as references to this old status quo. Get the
message out. The who, what, when, where, how, and why changes and
improvements are required.
• · Maintain regular and frequent communication lines open with all
employees. Have an open door policy from the leadership group that allows
employees in to discuss concerns and such can help eliminate barriers to
change and fears in terms of directing the need to change.
• · Remain open and honest with feedback to staff and continue to build
cohesiveness among the groups affected.
• · Build a guiding coalition and support from management and understand
and pay attention to the needs of stakeholders.
 Moving
from the
present
condition
TO A desired
condition

CHANGING
TIPS FOR CHANGING (TRANSITION)
• Communicate, Communicate, Communicate.
• Involvement, Involvement, Involvement.
• Immediately address any barriers of negative
people, and keep things real and coming back to
how it relates to the business and the need for
change.
• Provide empowerment for people that is
matched to consequences, and their readiness
to change.
• Make use of milestones and measurements.
• Be open to continual negotiation.
TIPS FOR CHANGING (TRANSITION)
• Communicate, Communicate, Communicate.
• Involvement, Involvement, Involvement.
• Immediately address any barriers of negative
people, and keep things real and coming back to
how it relates to the business and the need for
change.
• Provide empowerment for people that is
matched to consequences, and their readiness
to change.
• Make use of milestones and measurements.
• Be open to continual negotiation.
TIPS FOR CHANGING (TRANSITION)
• Communicate, Communicate, Communicate.
• Involvement, Involvement, Involvement.
• Immediately address any barriers of negative
people, and keep things real and coming back to
how it relates to the business and the need for
change.
• Provide empowerment for people that is
matched to consequences, and their readiness
to change.
• Make use of milestones and measurements.
• Be open to continual negotiation.
TIPS FOR CHANGING (TRANSITION)
• Communicate, Communicate, Communicate.
• Involvement, Involvement, Involvement.
• Immediately address any barriers of negative
people, and keep things real and coming back to
how it relates to the business and the need for
change.
• Provide empowerment for people that is
matched to consequences, and their readiness
to change.
• Make use of milestones and measurements.
• Be open to continual negotiation.
TIPS FOR CHANGING (TRANSITION)
• Communicate, Communicate, Communicate.
• Involvement, Involvement, Involvement.
• Immediately address any barriers of negative
people, and keep things real and coming back to
how it relates to the business and the need for
change.
• Provide empowerment for people that is
matched to consequences, and their readiness
to change.
• Make use of milestones and measurements.
• Be open to continual negotiation.
TIPS FOR CHANGING (TRANSITION)
• Communicate, Communicate, Communicate.
• Involvement, Involvement, Involvement.
• Immediately address any barriers of negative
people, and keep things real and coming back to
how it relates to the business and the need for
change.
• Provide empowerment for people that is
matched to consequences, and their readiness
to change.
• Make use of milestones and measurements.
• Be open to continual negotiation.
TIPS FOR CHANGING (TRANSITION)
• Communicate, Communicate, Communicate.
• Involvement, Involvement, Involvement.
• Immediately address any barriers of negative
people, and keep things real and coming back to
how it relates to the business and the need for
change.
• Provide empowerment for people that is
matched to consequences, and their readiness
to change.
• Make use of milestones and measurements.
• Be open to continual negotiation.
 Not to To
Change Change

RESTRAINING DRIVING
FORCES FORCES

RESTRAINING DRIVING
FORCES FORCES

REFREEZING
TIPS FOR REFREEZING
• Be sure to recognize and celebrate success as a
standard part of the change process.
• Use force-field analysis to identify and eliminate barriers
to the change sticking, whilst maintaining a forward
looking focus on the new installations.
• Establish performance and reward systems for
monitoring the influencing the change consistency.
• Maintain regular review meetings with key staff and
adapt the organisations meeting structure and agenda's
to support the improved status and processes.
• Train personal where necessary and invite continued
involvement in the processes.
TIPS FOR REFREEZING

• Be sure to recognize and

celebrate success as a standard
part of the change process.
• Use force-field analysis to identify and eliminate barriers to the change
sticking, whilst maintaining a forward looking focus on the new installations.
• Establish performance and reward systems for monitoring the influencing
the change consistency.
• Maintain regular review meetings with key staff and adapt the organizations
meeting structure and agenda's to support the improved status and
processes.
• Train personal where necessary and invite continued involvement in the
processes.
TIPS FOR REFREEZING
• Be sure to recognize and celebrate success as a standard part of
the change process.

• Use force-field analysis to identify

and eliminate barriers to the
change sticking, whilst
maintaining a forward looking
focus on the new installations.
• Establish performance and reward systems for monitoring the influencing the change
consistency.
• Maintain regular review meetings with key staff and adapt the organizations meeting
structure and agenda's to support the improved status and processes.
• Train personal where necessary and invite continued involvement in the processes.
TIPS FOR REFREEZING
• Be sure to recognize and celebrate success as a standard part of the
change process.
• Use force-field analysis to identify and eliminate barriers to the change
sticking, whilst maintaining a forward looking focus on the new installations.

• Establish performance and

reward systems for monitoring the
influencing the change
consistency.
• Maintain regular review meetings with key staff and adapt the organizations
meeting structure and agenda's to support the improved status and
processes.
• Train personal where necessary and invite continued involvement in the
processes.
TIPS FOR REFREEZING
• Be sure to recognize and celebrate success as a standard part of the
change process.
• Use force-field analysis to identify and eliminate barriers to the change
sticking, whilst maintaining a forward looking focus on the new installations.
• Establish performance and reward systems for monitoring the influencing
the change consistency.

• Maintain regular review meetings

with key staff and adapt the
organizations meeting structure
and agenda's to support the
improved status and processes.
• Train personal where necessary and invite continued involvement in the
processes.
TIPS FOR REFREEZING
• Be sure to recognize and celebrate success as a standard part of the
change process.
• Use force-field analysis to identify and eliminate barriers to the change
sticking, whilst maintaining a forward looking focus on the new installations.
• Establish performance and reward systems for monitoring the influencing
the change consistency.
• Maintain regular review meetings with key staff and adapt the organizations
meeting structure and agenda's to support the improved status and
processes.

• Train personal where necessary

and invite continued involvement
in the processes.
KURT LEWIN’S CHANGE
MANAGEMENT MODEL

TRANSITION
UNFREEZE REFREEZE
(CHANGE)
REFERENCES
• Organizational Behavior (essentials) 2nd edition
• http://education-
portal.com/academy/lesson/lewins-3-stage-
model-of-change-unfreezing-changing-
refreezing.html
• kurt lewin 3 phases change theory and kurt
lewins change model@change-management-
consultant.com
• http://www.kotterinternational.com/our-
principles/changesteps/step-8