Driving change in a competitive business landscape requires more than good ideas – it demands a framework that supports people, processes and outcomes

CREDIT: This is an edited version of an article that originally appeared in Indeed

Managing change is rarely straightforward. People often resist unfamiliar approaches, and even among those who support change, opinions can differ on how best to implement it. There’s no universal solution – what works in one situation may not suit another. The nature of the change, the people involved and the context all play a role in shaping the right approach. In this series, we take a closer look at some of the most widely used change management models in the business world and explore how you can apply them effectively within your own team.

Lewin’s Three-Stage Change Model

Lewin’s classic model simplifies complex transformations into three intuitive stages – Unfreeze, Change and Refreeze.

What Does This Mean?

Kurt Lewin’s Three-Stage Change Model is widely regarded as one of the foundational frameworks in change management. It breaks down the process of change into three main phases: Unfreeze, Change and Refreeze. In the Unfreeze stage, an organisation recognises the need for change and begins to challenge existing beliefs, behaviours and processes. This stage involves creating awareness of issues and preparing the organisation psychologically for transformation.

During the Change phase, new ideas, processes, or technologies are introduced. Employees begin to adopt new behaviours and ways of working, supported by training and communication. This phase can be challenging as people adapt to new systems and expectations.

Finally, the Refreeze stage solidifies the changes. This means embedding new practices into company culture, policies and procedures so they become the standard moving forward. Reinforcement mechanisms such as recognition and performance management are key to maintaining these changes.

Three-Stage Change in Practice

When a company shifts from a fully office-based workforce to a hybrid working model, the Unfreeze phase involves openly discussing why flexibility and productivity improvements are necessary. In the Change stage, leaders might pilot collaboration tools, adjust meeting schedules and gather feedback from teams on what’s working. The Refreeze stage then solidifies the new working model by updating company policies, revising job expectations and reinforcing norms through leadership example and ongoing communication.

Finding The Right Model

Lewin’s model is especially effective for business leaders because of its simplicity and focus on people. It encourages deliberate planning and emotional consideration, helping organisations embed new ways of working as part of their core identity.

While Lewin’s model provides clarity and control during change, in our next article, we’ll dive into the McKinsey 7-S Model – a powerful framework for aligning all aspects of your business, from strategy and structure to style and shared values.