Strategic Management Change Models and Theories

i.Kurt Lewin’s three step model
Kurt Lewin proposed three phases of change process for organization from present to
desired behaviour. These stages are i) unfreezing ii) changing and iii) re-freezing.

1. Unfreezing existing behavior
The first step is "unfreezing," which involves dismantling those things that support or maintain the previous behavior. Unfreezing means that old ideas and attitudes are set
aside to give place to new ideas. It is the readiness to acquire or learn new behavior. It
refers to making people aware that the present behavior is inappropriate, irrelevant,
inadequate and hence unsuitable for changing demands of the present situation.

This phase creates awareness among individuals and organization and prepares them for
change. It is aimed at getting people to see that change is not only necessary but
desirable. This phase should prepare people to accept the change willingly and neutralize
resistance, if any. It is also aimed to break peoples’ old attitudes and habits, behaviors
and traditions, so that they can start on a new slate.
Unfreezing includes visioning, support, positive outlook & modeling. This can be done
by providing information or examples of new ways of doing things or getting the job
done or by raising everyone's awareness that the goal or goals of the organisation are not
being met in some way and that a change is necessary to get back on track. It is necessary
to make those involved in the process feel secure and at ease with the proposed change or
changes to reduce threats to the safety and security of those involved and reduce
resistance to the proposed change. During unfreezing, the process of developing
awareness to a need or problem is started and change is seen as the only solution.

2. Changing behavior
Once people are ready to accept change, the change should be introduced and behavioral
patterns to accept that change redefined i.e. explain what new behavior is required. In this
step, the organization "presents a new alternative." Unlike unfreezing changing is not
uprooting of the old ideas, rather the old ideas are gradually replaced by the new ideas
and practices. It is the phase where new learning occurs. The necessary requirement is
that various alternatives of behavior must be made available in order to fill the vacuum
created by unfreezing phase. This means introducing a clear and appealing option for a
new pattern of behavior. However, in order to change, it is not enough to sense that the
current behavior is inadequate.
The change can be introduced by appointing a change agent who will lead individual,
group or entire organization through the process. The change agent will foster new
values, attitudes and behavior through the process of identification and internalization.

3. Refreezing new behavior
The final step in this model is "freezing" which requires that changed behavior be
reinforced both formally and informally in the organization. It involves taking
appropriate measures to embed the changes in peoples thinking and feelings. This stage is
aimed at consolidating and reinforcing the changed behavior by various support
mechanism e.g. encouragement, promotion, financial rewards, consultation etc. The old
ideas are totally discarded and new ideas are fully accepted. Individuals Stabilize new
beliefs/ feelings/ behavior learned in movement stage and accepts new behavior as a
permanent part of his personality.
During this phase individuals internalize the new beliefs, feelings and behavior learned in
the changing phase. The individual practices and experiments with the new method of
behavior and sees that it effectively blends with his other behavioral attitudes. The role of
the manager/change agent is to ensure that the change is be reinforced so that this new

acquired behavior does not diminish. It is very important for the manager concerned to
visualize that the new behavior is not extinguished soon. It is in this step that managers
can have a great amount of influence through their use of positive reinforcement.

ii.The Five Stage Model of Change
The Five Stage Model of Change by Beckhard and Harris (1987) includes:
• Determine the need for change.
• Define the desired future state
• Describe the present state.
• Assess the present in terms of the future to determine the work to be done.
• Manage the transition.

iii. Kotter’s 8 steps model
Kotter argues that his eight steps are a process and not a checklist but that successful
change goes through all eight stages. The model addresses some of the power issues
around making change happen, highlights the importance of a ‘felt need’ for change in
the organization, and emphasizes the need to communicate the vision and keep
communication levels extremely high throughout the process. 8-steps leading to
successful change include:
1. Establish a sense of urgency
2. Forming a powerful guiding coalition
3. Creating a vision
4. Communicating the vision
5. Empowering others to act on the vision
6. Planning for and creating short term wins
7. Consolidating improvements and producing still more change
8. Institutionalizing new approaches

iv. ADKAR Change Management Model
ADKAR is an acronym for ;
A - Awareness
D - Desire
K - Knowledge
A - Ability
R - Reinforcement
ADKAR is a goal-oriented management model that allows change management to focus
their activities on specific business results. The model was first published by Prosci in
1998 after research with more than 300 companies undergoing change projects. This
model is intended to be a coaching tool to help employees through the change process.
The model has its origins in aligning traditional change management activities to a given
result of goal. For example, awareness of the business reasons for change is a goal of
early communication related to a business change. Desire to engage and participate in the
change is the goal of sponsorship and resistance management.

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Titany answered the question on October 19, 2021 at 13:34