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LEWIN’S THREE STEP MODEL OF MANAGING ORGANIZATIONAL CHANGE. CONTENTS. INTRODUCTION LEWIN’S MODEL THREE STAGE PROCESS IN GENERAL THREE STAGE PROCESS IN ORGANIZATION EXAMPLE OF CONTINENTAL AIRLINES CONCLUSION. INTRODUCTION.

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contents
CONTENTS
  • INTRODUCTION
  • LEWIN’S MODEL
  • THREE STAGE PROCESS IN GENERAL
  • THREE STAGE PROCESS IN ORGANIZATION
  • EXAMPLE OF CONTINENTAL AIRLINES
  • CONCLUSION
introduction
INTRODUCTION
  • Change is a common thread that runs through all businesses regardless of size, industry and age.
  • Organizations that handle change well thrive, whilst those that do not may struggle to survive.
  • The concept of "change management" is a familiar one in most businesses today.
lewin s model
LEWIN’S MODEL
  • One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1950s, and still holds true today.
  • An early model of change developed by Lewin is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change.
the three stage process in general
THE THREE STAGE PROCESS IN GENERAL
  • 1st stage: Unfreezing
  • 2nd stage: Change
  • 3rd stage : Freezing
unfreeze
UNFREEZE
  • To accept the change which is necessary.
  • Preparing the organization for changes to take place.
  • To re-examine its core motivation of people within the organization.
change
CHANGE
  • To resolve the uncertainty and look forward to do things in a new direction.
  • Time and communication are the two keys to success for the changes to occur.
  • The change curve focuses on the specific issues of personal transitions in a changing environment.
refreeze
REFREEZE
  • When changes are being implemented and when the people are getting used to the new changes the organization is ready to freeze.
  • To be keen on incorporating the changes in the everyday business.
  • To celebrate the success of change.
example
EXAMPLE
  • “Go Forward Airline”(Continental Airlines)
conclusion
CONCLUSION
  • Kurt Lewin's three step model assumes that organizations tend to revert to there former ways of doing things unless the changes are reinforced.
  • This model requires a process be in place that supports and maintains the changes which includes employee performance appraisal systems and reward systems to influence those to adhere to the firm's new values.