KURT LEWIN’S CHANGE MANAGEMENT MODEL

His interest in groups led to research focusing on factors that influence people to change, and three
stages needed to make change successful.
Unfreeze, Change, Freeze
This three-stage theory of change is commonly referred to as Unfreeze, Change, Freeze (or Refreeze). A
lot has changed since the theory was originally presented in 1947, but the Kurt Lewin model is still
extremely relevant. Many other more modern change models are actually based on the Kurt Lewin model.
The three stages are: Unfreezing, Change, Freezing.
Stage 1: Unfreezing
The Unfreezing stage is probably one of the more important stages to understand in the world of change we
live in today. This stage is about getting ready to change. It involves getting to a point of understanding that
change is necessary, and getting ready to move away from our present comfort zone.
This first stage is about preparing ourselves, or others, before the change (and ideally creating a situation in
which we want the change).
Stage 2: Change - or Transition
Kurt Lewin was aware that change is not an event, but rather a process. He called that process a transition.
Transition is the inner movement or journey we make in reaction to a change. This second stage occurs as
we make the changes that are needed. People are 'unfrozen' and moving towards a new way of being.
That said this stage is often the hardest as people are unsure or even fearful. This is not an easy time as
people are learning about the changes and need to be given time to understand and work with them. Support
is really important here and can be in the form of training, coaching, and expecting mistakes as part of the
process.
Using role models and allowing people to develop their own solutions also help to make the changes. It's
also really useful to keep communicating a clear picture of the desired change and the benefits to people so
they don't lose sight of where they are heading.
Stage 3: Freezing (or Refreezing)
Kurt Lewin refers to this stage as freezing although a lot of people refer to it as 'refreezing'. As the name
suggests this stage is about establishing stability once the changes have been made. The changes are
accepted and become the new norm. People form new relationships and become comfortable with their
routines. This can take time.
 THE McKINSEY 7S FRAMEWORK FOR IMPLEMENTATION
As the Strategy unfolds the major challenge is to co-ordinate and control the timing of various activities,
some of which could involve major changes and all enterprise functions.

Strategy Structure
What is to be done How the firm
and How organizes

Skills Shared Values & Aims Staff

Capabilities Statement of Values, basic People, their skills
Purpose and Future Vision and needs (HRM)

Systems
Style Business Processes,
Identity & Ethos Procedures and
Systems

This model can be applied to many situations and is a valuable tool when organizational design is at
question. The most common uses of the framework are:
• To facilitate organizational change
• To help implement new strategy.

• To identify how each area may change in a future.

• To facilitate the merger of organizations.

The McKinsey 7S Framework is a way to find out whether the strategy plan, operational functions and
processes are working well. Each ‘S’ stands for a part of strategic management and implementation.
1. Shared Values & Aims: Accepted Beliefs about the aims, mission and future vision
2. Staff: Effective implementation requires all staff to understand and accept these values. This
means that the people involved in implementation have sufficient skills, are well-trained and
well-motivated. Here HRM function is important
3. Style: This represents identity and philosophy (culture or ‘the way we try to do things here’)
4. Strategy & Skills: These refer to Resources and Capabilities.
5. Structure: Strategy & Skills require Structure to be organized. Structure stands for
enterprise design and organization, which are supported by System
6. Systems: This refers to all the aspect of organizational functions and processes (various
systems) that help in the implementation of strategy
This is the Framework of Integration of all activities in the Strategy Implementation process
In McKinsey model, the seven areas of organization are divided into the ‘soft’ and ‘hard’ areas. Strategy,
structure and systems are hard elements that are much easier to identify and manage when compared to soft
elements. On the other hand, soft areas, although harder to manage, are the foundation of the organization
and are more likely to create the sustained competitive advantage.
HARD S SOFT S
STRATEGY STYLE
STRUCTURE STAFF
SYSTEMS SKILLS
SHARED
VALUES

HARD AREAS
Strategy is a plan developed by a firm to achieve sustained competitive advantage and successfully
compete in the market. What does a well-aligned strategy mean in 7S McKinsey model? In general, a sound
strategy is the one that’s clearly articulated, is long-term, helps to achieve competitive advantage and is
reinforced by strong vision, mission and values. But it’s hard to tell if such strategy is well-aligned with
other elements when analyzed alone. So the key in 7S model is not to look at your company to find the great
strategy, structure, systems and etc. but to look if it is united with other elements. For example, short-term
strategy is usually a poor choice for a company but if it is aligned with other 6 elements, then it may provide
strong results.
Structure represents the way business divisions and units are organized and include the information of who
is accountable to whom. In other words, structure is the organizational chart of the firm. It is also one of the
most visible and easy to change elements of the framework.
Systems are the processes and procedures of the company, which reveal business’ daily activities and how
decisions are made. Systems are the area of the firm that determines how business is done and it should be
the main focus for managers during organizational change.
SOFT AREAS
Skills are the abilities that firm’s employees perform very well. They also include capabilities and
competences. During organizational change, the question often arises of what skills the company will really
need to reinforce its new strategy or new structure.
Staff element is concerned with what type and how many employees an organization will need and how
they will be recruited, trained, motivated and rewarded.
Style represents the way the company is managed by top-level managers, how they interact, what actions do
they take and their symbolic value. In other words, it is the management style of company’s leaders.
Shared Values are at the core of McKinsey 7s model. They are the norms and standards that guide
employee behavior and company actions and thus, are the foundation of every organization.
 ACTION RESEARCH MODEL
Action Research refers to a wide variety of evaluative, investigative, and analytical research methods
designed to diagnose problems or weaknesses and help develop practical solutions to address them
quickly and efficiently. Action Research is a useful method for facilitating organizational change by
collaborating and involving the client in the entire process of diagnostic, problem identification,
experiential learning, and problem-solving process.
The entire process of action research is action oriented with the objective of making the change happen
successfully. The process equally involves experimentation with the various frameworks in practical
situation and application of various theories in various contexts which require change.
In other words, the process of Action Research requires three distinctive stages which are consistent with
the Kurt Lewin’s Model which describes the three stages of change.
1. Diagnosing the need for change (unfreezing)
2. Introduction of an Intervention (moving)
3. Evaluation and Stabilization of change (refreezing)

ACTION RESEARCH IS DEPICTED AS A CYCLICAL PROCESS OF CHANGE

1. The cycle begins with a series of planning actions initiated by the client and the change agent
working together. The principal elements of this stage include a preliminary diagnosis, data
gathering, feedback of results, and joint action planning. In the language of systems theory, this is
the input phase, in which the client system becomes aware of problems as yet unidentified, realizes it
may need outside help to effect changes, and shares with the consultant the process of problem
diagnosis.
2. The second stage of action research is the action, or transformation, phase. This stage includes
actions relating to learning processes (perhaps in the form of role analysis) and to planning and
executing behavioral changes in the client organization. As shown in Figure, feedback at this stage
would move via Feedback Loop A and would have the effect of altering previous planning to bring
the learning activities of the client system into better alignment with change objectives. Included in
this stage is action-planning activity carried out jointly by the consultant and members of the client
 system. Following the workshop or learning sessions, these action steps are carried out on the job as
part of the transformation stage.
3. The third stage of action research is the output or results phase. This stage includes actual changes in
behavior (if any) resulting from corrective action steps taken following the second stage. Data are
again gathered from the client system so that progress can be determined and necessary adjustments
in learning activities can be made. Minor adjustments of this nature can be made in learning
activities via Feedback Loop B (see Figure above).

BURKE-LITWIN CHANGE MODEL

Assessing Key Factors
• The Burke-Litwin change model strives to bring in change in the performance of a team or an
organization by establishing links between performance and the internal and external factors which
affect performance. (Performance is the key to achieving the organizational goals).
• The Burke-Litwin change model revolves around defining and establishing a cause-and-effect
relationship between 12 organizational dimensions that are essential to organizational change
• The Burke-Litwin change model begins with outlining a framework, comprising the affecting factors
which can be manipulated to guarantee a smoother transition from one phase of the change process
to another
The Basic Philosophy of Burke and Litwin Change Model
Here are some of the key points of this change model:

1. The most dominant factor that triggers organizational change is the external environment. It is the external
environment that makes an organization to change its mission, culture, leadership and its operating strategies.
2. The changes in the 12 key dimensions, as identified by the Burke and Litwin model, bring about a series of
changes in the structure, practices and the system of the organization.
3. All the affecting factors put together affects the motivation level of the individuals in an organization, which in
turn impacts the overall performance.
4. The 12 key dimensions of the change model interact with and affect each other. And understanding the linkage
between these supportive pillars is the key to effective and smoother change.
Note:

The 7S Model does not contain any external environment or performance variables. The model is a description of the
seven important elements and show how they interact to create organizational pattern, but does not explain how these
seven dimensions are affected by the external environment.

Here is a brief description of each of the 12 dimensions identified by the Burke-Litwin change model. For practical
use it would be better to look at these key factors and questions and seek answers to them.

1. External Environment: The key external factors that have an impact on the organization must be identified and
their direct and indirect impact on the organization should be clearly established.
2. Mission and Strategy: the vision, mission and the strategy of the organization, as defined by the top management
should be examined in terms of the employees’ point-of-view about them.
3. Leadership: A study of the leadership structure of the organization should be carried out, which clearly identifies
the chief role models in the organization.
4. Organizational Culture: An organizational culture study should seek information on the explicit as well as the
implied rules, regulations, customs, principles and values that influence the organizational behavior.
5. Structure: The study of structure should not be confined to hierarchical structure; rather it should be a function
based structure focusing on the responsibility, authority, communication, decision making and control structure that
exists between the people of the organization.
6. Systems: Systems includes all types of policies and procedures with regards to both the people and the operations
of the organization.
7. Management Practices: This would entail a study of how well the mangers conform to the organization’s strategy
when dealing with employees and the resources.
8. Work Unit Climate: It is a collective study of how the employees think, feel and what do they expect. The kind of
relationships the employees share with their team members and members of other teams is also an important aspect of
work unit climate.
9. Tasks and Skills: This involves understanding what a specific job position demands and the kind of kind of
skills and knowledge that an employee must have in order to fulfill the task responsibilities of that job position. It’s
important to see how well jobs and employees have been matched.
10. Individual Values and Needs: This dimension seeks to explore the employee’s opinion about their work so as to
identify the quality factors that will result in job enrichment and better job satisfaction.
11. Motivation Level: Identifying the motivation level of the employees will make it easier to determine how
willingly they would put in their efforts to achieve organizational goals. This would also involve identifying
motivational triggers.
12. Individual and Overall Performance: This dimension takes into account the level of performance, on individual
and organizational levels, in key areas like productivity, quality, efficiency, budget and customer satisfaction etc.

PROSCI ADKAR® MODEL

Prosci's ADKAR Model is an individual change management model. It outlines the five building blocks of
successful change, whether that change occurs at home, in the community or at work. The name "ADKAR"
is an acronym based on the five building blocks:
▪ A Awareness of the need for change
▪ D Desire to participate and support the change
▪ K Knowledge on how to change
▪ A Ability to implement required skills and behaviors
▪ R Reinforcement to sustain the change
 Prosci ADKAR® Model
(INDIVIDUAL CHANGE)
Building Blocks of Change Questions Answered
Awareness of the need for change
• Why is the change happening?
Awareness • Why is it happening now?
• What is the risk of not changing?
Desire to participate and support the change:
Desire • What are the personal motivators and organizational
drivers that would cause me to support the change?
Knowledge on how to change:
Knowledge • What knowledge, skills and behaviors are required
during and after change is implemented?
Ability to implement required skills and behaviour:
Ability • How do I demonstrate the ability to do the job the new
way?
• What barriers may hinder me making the change?
Reinforcement to sustain the change:
• What will make the change stick?
Reinforcement • What are the rewards, recognition, incentives and
consequences?