Kurt Lewin’s Three-Step Model

Kurt Lewin’s Three-Step Model for Organizational Change: The Origins of Change Management Theory

In today’s VUCA (Volatile, Uncertain, Complex, Ambiguous) world, organizations are expected to constantly adjust and evolve. However, implementing organizational change is never easy and often comes with many challenges.

This article introduces the “Three-Step Organizational Change Model” proposed in 1947 by renowned social psychologist Kurt Lewin. Lewin’s model clearly outlines three stages for leading successful transformation, making it a powerful tool for HR professionals and business leaders alike.

What Is Lewin’s Three-Step Change Model?

Lewin’s model breaks organizational change into three core phases:

Unfreezing: Disrupting existing habits and values to prepare for change.
Changing: Introducing new values, processes, or behaviors to shift the organization.
Refreezing: Stabilizing and embedding changes into the organization’s culture and systems.

Let’s look at each phase in detail below.

Step 1: Unfreezing

The first phase, “Unfreezing”, involves reassessing current behaviors, values, and operational processes, and helping members recognize the need for change. Key elements include:

Analyzing the current state: Evaluate existing workflows and culture to identify underlying issues causing stagnation or inefficiency.

Communicating the need for change: Help employees clearly understand why change is necessary and what risks inaction might bring.

Managing resistance: Develop a strategy to minimize resistance and fear often associated with proposed changes.

Step 2: Changing

The second phase, “Changing,” implements new systems, mindsets, or behaviors to bring about real transformation. Key steps include:

Presenting a new vision: Communicate a clear, shared vision of the future that resonates with all team members.

Training and education: Provide employees with training to support the transition and help them adopt new skills and tools.

Execution and feedback: Implement new practices while collecting feedback to improve along the way.

Step 3: Refreezing

The final phase, “Refreezing,” solidifies new practices and stabilizes the organization, ensuring that the change becomes the new norm. Main tactics include:

Embedding new culture: Integrate new behaviors and processes into daily operations until they become part of the organizational culture.

Evaluation and adjustment: Regularly evaluate outcomes and refine processes

Key Points for Implementing Organizational Change in Each Phase

Kurt Lewin’s Three-Step Model is said to apply not only to corporations and formal organizations, but also to a wide range of social groups. Whether it involves a large-scale group like an entire company or a smaller unit such as a department or team, this process outlines the stages any group must go through when undergoing change.

That said, real-life organizational reform does not always proceed smoothly according to theory. In practical terms, challenges arise at every step when companies or teams attempt to initiate transformation.

For example, in the initial “Unfreezing” phase, people tend to exhibit resistance when faced with change. It is human nature for thoughts and awareness to become rigid in the face of uncertainty. The key here is to acknowledge and clearly communicate that resistance to change is normal—and that adapting to change is, in fact, very difficult.

Moreover, if at any phase of the transformation process the organization proceeds without sensitivity to emotional resistance and rigidity, the change effort is likely to fail. To avoid this outcome, it is essential for next-generation leaders to support the team through change by applying tools such as coaching. These leaders can help align team emotions and aspirations with the vision for change, and provide sustained support through open communication and empathy.