Discussion 10A: Discuss the practical steps for using Lewin’s Process Model

 For Unfreeze, Change, Refreeze, identify the steps and actions you would take under each stage.

Unfreeze

Prepares the organisation to accept the change, which involves breaking down the existing status quo before you can build up a new way of operating. Usually, the most difficult and stressful part of change. The unfreeze stage involves a spark and the idea to change the current condition. It may come from a single individual, but it must be properly disseminated to the group. (Edwards, K., Prætorius, T., & Nielsen, A. P., 2020).

·       Creates a sense of urgency: Communicate the need for change and the reasons behind it to generate awareness and a sense of urgency among stakeholders

·       Building a guiding coalition: assemble a team of influential individuals who can support and lead the change effort

·       Communicate the vision: clearly articulate the existing procedures, systems, and culture to identify areas that need improvement

·       Address resistance: Anticipate and address potential resistance by involving key stakeholders, addressing concerns, and creating a supporting environment

Change

The change stage is where people initiate to determine their ambiguity and look for new ways to do things. This process does not work overnight; people take time to accept the new norms and participate actively in the change. To do this, people need to adapt to how it will be beneficial to them. Not everyone will be on board, time and communication are the keys for these changes to happen and they need to feel connected to the organisation for these transition periods.

It is important that you communicate clearly and often throughout the planning and implementation of the changes. Also, make sure that you stay ahead of and dispel any rumours.

The purpose of the change process is to discard old behaviour, adapt new behaviour, and move the organisation forward. (Edwards, K., Prætorius, T., & Nielsen, A. P., 2020).

·       Develop a detailed change plan: outline the specific steps, resources, and timelines required to implement the changes effectively

·       Provide resources and support: ensure that the necessary tools, training, and support systems are available to enable employees to adapt to the changes

·       Empower employees: encourage employees to participate in the change process, solicit their input, and involve them in decision-making whenever possible

·       Implement the changes: roll out the planned changes while closely monitoring progress and addressing any issues that arise

·       Communicate progress: regularly update stakeholders on the progress of the change effort, celebrate successes, and address any concerns or setbacks

 Refreeze

When the changes are taking shape and the employees have embraced the change, the administration is ready to refreeze. The outward signs of the refreeze are a steady organisation chart, consistent job descriptions, and so on.

Refreeze involves the planned selection of a better alternative to the current state. Refreeze is the shared decision to apply a result that must be done in a meeting such as in the workshops where most of the employees are present. (Edwards, K., Prætorius, T., & Nielsen, A. P., 2020).

The refreeze stage also needs to help people and the organisation to internalize or institutionalise the changes. Employees feel secure and relaxed with the new ways of working. Even though change is constant in many organisations, this refreezing stage is still important. Without it, the workforce gets caught in a shift trap where they aren’t sure how things should be done, so nothing ever gets done to full function.  

·       Reinforce new behaviours: Embed the desired changes into the organisation’s culture, systems, and processes by rewarding and recognizing employees who embrace and demonstrate the new behaviours

·       Provide ongoing support: Offer continued training, coaching, and resources to help employees consolidate their understanding and skills related to the changes

·       Evaluate and adjust: Assess the effectiveness of the changes and make any necessary adjustments based on feedback and results

·       Institutionalise the changes: integrate the new processes, systems, and behaviours into the organisation’s policies, procedures, and performance management systems

·       Celebrate success: Recognize and celebrate milestones and achievements to reinforce the positive impact of the changes and maintain momentum

Reference

Lewin's Change Management Model - Understanding the Three Stages of Change (mindtools.com)

Edwards, K., Prætorius, T., & Nielsen, A. P. (2020). A Model of Cascading Change: Orchestrating Planned and Emergent Change to Ensure Employee Participation. Journal of Change Management, 20(4), 342–368. https://doi.org/10.1080/14697017.2020.1755341