MGMT625 GDB 1 Spring Solution Tuesday, May 13, 2014
“Change is the only constant in the world.” Keeping in view the statement above, what are the implications of ‘Refreeze’ stage of Lewin’s Change Model? How can we certainly refreeze a change when change is ‘only constant’?
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Lewin called his initial model, the Three Step Model of Change. Essentially, Lewin’s model is focused around three vital and basic steps that will guarantee a simple move once changes happen.
MGMT625 GDB 1 Spring Solution
The primary objective of Lewin’s change model is to make the subordinates for all time embrace change while minimizing the conceivable negative impacts brought by their solid imperviousness to change. The three steps in Lewin’s change model are further talked about beneath.
Stage 1: Unfreezing
The unfreezing stage is the most urgent venture in Lewin’s procedure. In this stage, business supervisors ought to persuade their subordinates that the progressions in the working environment are gainful to all gatherings.
Characteristically, subordinates tend to connect themselves completely to strategies, practices and schedules that weren’t steady in any case. Chiefs bring up the imperfections and inefficiencies of the current circumstance. Accordingly, it will make the changes additionally engaging and attractive.
Stage 2: Transition
Transition is in itself the process of change. The stage of transition can be hard and tedious for both the manager and his subordinates – especially if the stage of unfreezing wasn’t successful or failed in some aspects.
In Lewis’ three step change model, the stage of transition is when the subordinates start to accept the changes. Subordinates identify the practices, the policies and the overall norm brought by the changes in the workplace.
Stage 3: Refreezing
The final stage in Lewins’ three stage change model is the stage of refreezing. In this stage, subordinates start to fully accept the changes in the workplace. Stability is the main concern under the stage of refreezing.
Supervisors ought to settle the circumstances and make an alternate, change-situated air. It is the phase where subordinates begin to reconnect themselves with the work environment including the progressions it parades.