Lewin`s change model
Most organizations undergo frequent changes to remain relevant and competitive (Fernandez & Rainey, 2017). As a medical officer in the Air Force, our workplace had to undergo significant changes to incorporate emerging technologies into our processes. The facility introduced an Electronic Health Records system that would replace the manual patient data entry. The first step involved finding a suitable system that was easy to use and manage. Secondly, we underwent training on how to use the system. Lastly, the system was implemented into the military facility, replacing all the manual files we got used to filling. Among the three steps, training and implementation of the electronic health records system were poorly accomplished due to resistance from a few of the medics. They saw the change as threating their jobs, and were, at first, unwilling to join the training sessions.
Lewin`s change model is a representation of a simple change process. The three steps, unfreezing, changing, and refreezing, signify why a change is required, then proceed to enact the change and strengthen its implementation and subsequent utilization (Cummings, Bridgman, & Brown, 2016). In the unfreezing step, Lewin notes that organizations must create awareness to employees on what change is necessary at that point. Resistance to change is expected, and the management must deal with that resistance before implementing the change. The changing step marks the implementation of the change by the organization. The management should recognize that change should be gradual. Refreezing, according to Lewin, encompasses integrating and reinforcing the new changes permanently into the organization`s structure and processes.
Before making any changes, organizations must identify the problem. The two models are very similar in this way. They both begin by identifying the problem before proposing any changes. Once changes are implemented, evaluation is done on their effectiveness. However, the first model emphasizes the training of employees on the new changes to be implemented. In contrast, Lewin`s model emphasizes on creating awareness to employees on the anticipated changes to be made. Regardless of their minimal differences, the two models propose that change should be gradual, and employee resistance to change should be dealt with in the initial stages. The models further ensure that the new changes are stable and solve the earlier identified problem.
With slight differences between the two models, the change process would have achieved the same results if the management had opted to use the Lewin`s three-step model. Both models emphasize the significance of a smooth transition from an old system into a new system, and all parameters must be accomplished before implementing the change. The change should not be complicated as the two models depict. As earlier reiterated, employees were reluctant to accept the new system. Lewin`s change model would have addressed resistance to change within the first step. Nevertheless, no matter what model an organization employs, Bakari, Hunjra, & Niazi (2017) acknowledge that leadership is more responsible for the change. Leaders play a critical role in implementing change, and as such, either of the two models would return similar outcomes.