A Guide to Lewin's Change Management Model

Change is the one constant in the business world, yet it’s the very thing that rattles even the most solid teams. Kurt Lewin’s change management model offers a structured, human-focused approach to help leaders guide their teams through change while minimizing stress and maximizing buy-in. Whether implementing digital transformation initiatives or updating business processes, guiding a team through change is challenging.

In this article, we’ll explore why Lewin’s change management model matters, break down its three stages, and highlight strategies to ensure a successful implementation that sticks.

Why Lewin’s Change Management Model Matters

First, let’s talk about why you should even care about this model.

Lewin’s model is different because it’s simple, direct, and human-focused. It helps you step back and see the forest for the trees by breaking down the change process into three manageable stages: unfreezing, changing, and refreezing. The model is built around the idea that change doesn’t happen in a vacuum—it happens in the context of human behavior and company culture.

Here’s why this matters to you:

• Clear roadmap: Unlike some complex models that require a Ph.D. to decipher, Lewin’s model gives you a straightforward path to follow.
• Human-centered: It focuses on understanding why people resist change and how to address those concerns.
• Long-lasting impact: The model emphasizes making new processes stick, ensuring that change becomes the new norm rather than a short-lived initiative.

We all know that without the right management process, even the most promising changes can backfire. People revert to the status quo, projects stall, and the organization stagnates. Lewin’s change management model is designed to prevent that from happening. It’s a tool for creating sustainable, impactful change that sticks.

The Three Stages of Lewin’s Change Management Model

1. Unfreezing: Dismantling the Status Quo

The first stage, unfreezing, is all about disrupting the current state of comfort. Change won’t happen unless people see why the current way of doing things isn’t working. Your job is to create a sense of urgency that nudges people out of their comfort zones. Why? Because the status quo is comfortable, predictable, and, let’s be honest, hard to let go of.

How to Unfreeze Effectively:

• Highlight pain points: Communicate why the current system is inefficient or unsustainable. Use concrete examples that resonate with your team.
• Engage key stakeholders: Get influential members of your team involved early on to champion the change.
• Effective communication: Roll out a well-thought-out communication plan that shares not just what’s changing, but why it’s changing and how it will benefit everyone involved.

Example: Let’s say your company currently relies on outdated project management software. Team members have created workarounds, but those patches come at the cost of efficiency and data accuracy. By showing how these inefficiencies lead to missed deadlines and communication gaps, you make the case for why a new system is necessary.

2. Changing: Stepping into New Territory

Once you’ve shaken up the status quo, it’s time to move to the changing phase. This is where your team starts adopting new processes, behaviors, and mindsets. This phase can be both exciting and daunting. It’s where people start to engage with the new system, but it’s also where resistance can peak.

Strategies for Successful Change:

• Offer interactive training: Use tools like interactive walkthroughs to help employees learn by doing. VisualSP, for instance, can provide in-app guidance that minimizes disruptions and boosts confidence.
• Consistent support: Make sure employees know that help is always available. Whether it’s searchable in-context articles or real-time tips, people need to feel supported.
• Feedback loops: Create opportunities for team members to share their experiences and feedback. This helps identify stumbling blocks and refine the training process.

Example: Imagine rolling out a new collaboration tool. Instead of dumping a dense manual on your team’s desk, use interactive training tools that guide users step-by-step. These tools show team members exactly what to do in real-time, allowing them to engage with the new platform without feeling lost.

3. Refreezing: Making It Stick

The final stage is refreezing, where the changes are solidified into the company’s culture. This is where you ensure that new practices don’t fade away like a New Year’s resolution. The goal here is to make the new way of working the standard, not just the temporary solution until old habits creep back.

Best Practices for Refreezing:

• Recognize and reward: Acknowledge those who adapt well and help others do the same. This fosters a sense of achievement and motivates everyone to keep up the momentum.
• Data-driven insights: Use user behavior analytics to see how well the change has been adopted. Tools like VisualSP’s analytics can highlight where employees thrive and where they might need extra support.
• Continuous reinforcement: Don’t assume that one successful implementation means your job is done. Keep revisiting training and provide refresher courses when necessary.

Example: After implementing a new digital HR system, use analytics to monitor how employees are interacting with it. If you notice that some sections are less used or misunderstood, provide targeted follow-ups or training sessions to reinforce those areas.

Potential Challenges and How to Overcome Them

Even the best-laid plans come with obstacles. While Lewin’s model is robust, there are challenges you might face at each stage. Here’s what to watch out for and how to tackle it head-on.

Common Issues During Unfreezing:

Resistance to Change: People are creatures of habit. If your team doesn’t understand why the change is needed, they’ll resist.

• Solution: Increase transparency by holding Q&A sessions and encouraging open dialogue where team members can voice their concerns. Open communication helps build trust and mitigate resistance. In fact, a survey conducted by Prosci revealed that 41% of respondents believed their resistance to change could have been avoided with a clear and well-communicated change management plan.

Lack of Buy-In: If key stakeholders aren’t convinced, the rest of the team won’t be either.

• Solution: Make sure influential team members are on board early. Their support will trickle down to the rest of the team.

Challenges in the Changing Phase:

Information Overload: Dumping too much information on users at once can be overwhelming.

• Solution: Break training into digestible pieces. Interactive walkthroughs and in-app help tips can guide users step-by-step.

Frustration and Low Morale: If things don’t go as planned, morale can take a hit.

• Solution: Celebrate small wins to keep spirits up. Whether it’s a shout-out in a team meeting or a note in the company newsletter, recognition helps.

Hurdles in the Refreezing Stage:

Reverting to Old Habits: Without continuous reinforcement, people might slip back into their old ways.

• Solution: Embed the new practices into daily routines. Use tools that offer continued support, like VisualSP’s in-context help tips.

Inconsistent Adoption: Not everyone will adapt at the same pace, and some may lag behind.

• Solution: Use user behavior analytics to pinpoint who needs additional help and tailor support accordingly.

What Is the Difference Between Lewin’s Model and ADKAR?

When it comes to change management, two popular models often come up: Lewin's Change Management Model and the ADKAR model. While both are effective frameworks, they differ in their approach and focus. Understanding these differences can help you choose the right strategy for your organization’s specific needs.

Lewin’s Change Management Model is built on three stages: unfreezing, changing, and refreezing. It emphasizes the process of moving people from a stable state (the status quo) to a new, stabilized state by first breaking existing habits, then guiding through change, and finally reinforcing the new behaviors so they stick. This model is simple, linear, and focuses on the big picture of organizational change at a high level.

ADKAR, on the other hand, is an acronym that stands for Awareness, Desire, Knowledge, Ability, and Reinforcement. It is a more granular model that focuses on the individual’s journey through change. ADKAR highlights the importance of addressing personal barriers to change and is often used to manage how each team member transitions through a change process.

Key Differences:

• Focus and Perspective: Lewin’s model looks at the organization as a whole, while ADKAR zeroes in on the individual experience. Lewin’s model is top-down and strategic, while ADKAR is bottom-up and tactical.
• Stages vs. Phases: Lewin’s model consists of three broad stages that guide the entire change process. ADKAR breaks the process down further into five phases that specifically address what individuals need to successfully adopt and sustain change.
• Application: Lewin’s model is best suited for large-scale changes where the focus is on shifting organizational culture or overarching processes. ADKAR is often used in tandem with other change management strategies, especially when ensuring individual adoption is critical to success.

Example Use Cases:

• Lewin’s Model might be used when a company is undergoing digital transformation that requires a complete overhaul of its systems and workflows.
• ADKAR could be more appropriate when a new software tool is being implemented, and the focus is on ensuring each employee knows how to use it effectively and is motivated to do so.

Both models are valuable, but the choice depends on the nature of the change, the scale of the project, and whether the priority is on organizational-level adaptation or individual-level buy-in.

How VisualSP Supports Every Stage of Lewin’s Model

VisualSP is your ally in navigating the complexities of change. It offers support at every stage of Lewin’s change management model to ensure that your team not only adopts new processes but thrives with them.

How VisualSP Makes Change Easier:

• Interactive Walkthroughs: Perfect for the changing phase, these guides help users understand new software or processes without getting overwhelmed.

• In-App Communication for Announcements: Delivers important updates and announcements directly within the app, ensuring users are informed during each step of the transition without needing to switch platforms.

• In-App Help Tips: Keeps support accessible at all times, preventing small questions from becoming big frustrations.

• Searchable In-Context Articles: Makes deeper learning available without forcing users to leave their workflow.

• User Behavior Analytics: Provides data on user engagement, helping you identify areas that need more attention.

Get started free with VisualSP.

The Takeaway: Change Can Be Managed, Not Just Survived

Kurt Lewin’s change management model offers a roadmap for navigating the chaotic waters of organizational change. From unfreezing the status quo to ensuring new processes stick, the model helps us break down change into manageable, human-centered steps.

But a model is only as good as the tools that support it. VisualSP acts as your change companion, delivering in-context help, interactive walkthroughs, and user insights that keep your team informed, supported, and confident. Embrace this approach, and you’ll be turning daunting changes into opportunities for growth and innovation.