Lewin’s Three-Stage Model of Planned Change

The external and internal pressure created by the dynamically evolving business environment inevitably creates unsustainable tensions between stability desire and the need for change within the organization (Graetz & Smith, 2010 ). The organization addresses these tensions by implementing "plan change" (Spector, 2010) to participate in the strategic update process. According to Cummings and Worley (2009), planned changes are basically focused on the process of changing organizational behavior.

Due to plan changes (as opposed to emergency situations), the appropriate model is a three-stage model of Lewin's plan change (Lewin 1951). The use of models at the National Health Service (NHS) has been widely documented and supports a successful change in many research papers. This is also a simple model, but because it is not standardized, it does not limit the creativity of individual practitioners (Cameron and Green 2005). The three phases of change according to this model plan are to actually integrate and actually integrate (re-freeze) existing changes of Unfreezing, move to a new point (movement), and changes . My change management project is currently part of the "sports" phase, as the change is not fully implemented or appreciated, but it is still leading the project

Kurt Lewin is known for its three-step conversion model. Lewin developed a three-stage model in the 1950's and is still in use today. These three stages are decompression, change, and refreeze. "This model represents a very simple and practical model for understanding the process of change (2014)." This model is still widely used and is actually used in many modern change models. If your organization follows a three-step conversion model, the transition to change will be more effective. "In the case of Lewin, in the process of change, it is necessary to create a concept that change is necessary, then move to a new ideal level of operation and finally correct the new behavior to normal state (2014 ) ".

It is widely believed that resistance to change is often the collapse of it. For this reason, most change models, such as Kotter's eight steps, Lewin's three transformation stages, and the McKinsey 7-S framework, place people's leadership at the center of strategy. However, one person is overlooked throughout the literature on change management and the process of change. Changes to the conversion are usually described in Section 2. Transformation agent - a business leader who is making change - and a transformation recipient - there is an employee of change. Most of the business literature on change continues this perceptual dichotomy, most of which are directed to change agents.