In an era marked by unprecedented transformations, organisations are constantly faced with the challenge of adapting to rapidly changing circumstances. Peter Cheese,the esteemed CEO of the Chartered Institute of Personnel and Development (CIPD), emphasises the crucial role of people professionals in guiding businesses through these turbulent times.
This blog explores two models that have stood the test of time in managing organisational change: Kurt Lewin's Change Management Model and John Kotter's 8-Step Process. By delving into these models, they provide a roadmap for people, professionals, and entities to lead their institutions with confidence and agility.
Kurt Lewin's Change Management Model, developed in the 1940s, remains one of the most simplistic yet profoundly effective frameworks for understanding the process of organizational change. Lewin proposed that change involves a three-stage process: unfreeze, change (or transition), and refreeze.
This stage involves preparing the organisation to accept that change is necessary. It's about breaking down the existing status quo before building a new way of operating. The key here is to challenge and dismantle the current mindsets and behaviours, making it clear that the current methods are no longer sustainable.
This stage requires effective communication, the development of a strong case for why change is necessary, and the creation of a supportive environment that encourages individuals to let go of their current behaviours and practices. This might involve creating a motivating reason why change is not just necessary but urgent.
Once the organisation is unfrozen and open to change, the next step is to move towards the new, desired way of operating. This involves a transition phase where people start to embrace new directions and practices. It's about providing the support and guidance they need to do things differently.
This could involve training, coaching, and other forms of support to help employees learn and adopt new behaviours and skills. People professionals play a pivotal role in this phase by facilitating communication, offering the necessary resources for learning, and ensuring everyone understands their role in the change process.
The final stage is about solidifying the new state after the change has been implemented. This means ensuring that the changes are taken as the new norm and embedding them into the organisational culture and practices. It involves reinforcing, stabilizing, and solidifying the new ways within the company.
It involves establishing stability and creating the conditions for sustained performance. For people professionals, this might mean integrating the changes into job descriptions, performance management systems, and reward structures to ensure that the new behaviors are reinforced and maintained.
Reinforcing the changes through positive feedback, aligning organisational systems and processes, and ensuring ongoing support are vital for the'refrozen' state to be stable and productive.
One of the primary advantages of Lewin's model is its simplicity and straightforward, easy-to-understand approach. The three-stage process provides a clear and straightforward roadmap for implementing change. This simplicity makes it accessible for people at all levels of an organisation, ensuring that everyone understands the process and their role within it.
Lewin's model has served as a foundation upon which many subsequent change management theories and models have been built. Its basic principles are echoed in more complex models, underscoring its fundamental soundness and the validity of its approach to managing change.
It places a significant emphasis on the human aspect of change, particularly the need to address and alter behaviours and attitudes. By focusing on 'unfreezing' existing behaviors before introducing new ones, the model acknowledges the resistance to change that is often rooted in human psychology, offering a strategy to overcome it.
One of the most significant criticisms of Lewin's model is that it oversimplifies the change process. Critics argue that modern organisations operate in environments that are much more volatile, uncertain, complex, and ambiguous (VUCA) than in Lewin's time.
The linear progression through the three stages may not adequately capture the dynamism and complexity of contemporary change processes.
The final stage, Refreezing, assumes that once changes are made, they can be solidified into the organization's culture relatively straightforwardly. However, in practice, ensuring that changes are fully integrated and sustained over time can be extremely challenging, particularly in organizations that are continuously adapting to external pressures.
Thus, the model can underestimate the amount of time and effort required to unfreeze old habits and refreeze new ones, especially in large organisations.
Lewin's model implies a return to stability (refreezing), which may not be practical in today’s fast-paced environment where continuous change is often necessary. It was developed in an era where changes were more episodic and less frequent.
Today, organisations often need to be in a constant state of change to remain competitive. The concept of 'refreezing' may not be practical in an environment where agility and continuous adaptation are required.
Despite these limitations, Lewin's model remains relevant and can be effectively applied in certain contexts within modern organizations:
For changes that are well-defined and have a clear endpoint, such as the implementation of a new technology system or a specific operational process, Lewin's model can provide a useful framework for planning and executing the change.
When the change involves shifts in organisational culture or employee behaviour, the unfreeze-change-refreeze cycle offers a valuable approach to managing the human aspects of the change. It emphasizes the need to prepare employees for change, support them through the transition, and then reinforce the new behaviors to ensure they are adopted long-term.
In smaller organizations, where changes can be implemented more rapidly and where there is often a closer relationship between management and staff, the simplicity of Lewin's model can be an asset. It allows for clear communication and straightforward implementation of change initiatives.
Building on Lewin's foundational work, John Kotter introduced a more detailed framework in the 1990s that addresses the complexities of executing change in modern organizations. His 8-Step Process provides a practical, step-by-step guide to managing change and mobilising commitment throughout the organisation.
For change to happen, it needs to be driven by a sense of urgency among enough people to kickstart the initial motivation to move things forward. This involves identifying potential threats and developing scenarios showing what could happen in the future.
A clear vision can help everyone understand why you're asking them to do something. When people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense.
What you do with your vision after you create it will determine your success. The vision must be communicated clearly and consistently, and it must also be embedded into everything that you do.
As you implement the change, you will find that processes, systems, or structures that are deeply ingrained in the organization may prevent the realization of the vision. Removing obstacles can empower the people you need to execute your vision.
Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change), you'll want to have results that your staff can see.
Kotter argues that many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.
To make any change stick, it should become part of the core of your organization. Your corporate culture often determines what gets done, so the values behind your vision must be shown in your day-to-day work.
Kotter's model is known for its comprehensive nature. It outlines eight distinct steps that cover various aspects of change management, from creating a sense of urgency to anchoring changes in corporate culture. This thoroughness ensures that critical elements of the change process are not overlooked.
The model places a strong emphasis on leadership and communication throughout the change process. It highlights the importance of creating a compelling vision, communicating it effectively, and rallying support from key stakeholders. This focus on leadership ensures that change initiatives have clear direction and guidance.
Kotter's model acknowledges the inevitability of resistance to change and provides strategies for addressing it. By identifying and removing obstacles, celebrating short-term wins, and building on successes, the model helps organisations navigate challenges and maintain momentum during the change process.
The final step in anchoring changes in corporate culture is a critical aspect of Kotter's model. It recognises that lasting change requires integration into the organisation's values, norms, and practices. This focus on cultural alignment ensures that changes are not just superficial but deeply ingrained within the organisation.
The comprehensive nature of Kotter's model can also be a disadvantage, especially for smaller organisations or simpler change initiatives. The eight-step process may be perceived as complex and resource-intensive, requiring significant time, effort, and expertise to implement effectively.
While leadership is a strength of Kotter's model, it also relies heavily on the effectiveness of leaders in driving change. If leadership commitment or capability is lacking, the model's effectiveness may be compromised.
There is a risk that organisations may become too focused on following each step sequentially, leading to a rigid approach to change management. This could hinder flexibility and creativity in addressing the unique challenges that arise during the change process.
Kotter's model is well-suited for managing large-scale transformations such as digital transformations, mergers and acquisitions, or strategic restructurings. Its comprehensive approach ensures that all aspects of the change are considered and addressed systematically.
Kotter's emphasis on anchoring changes in corporate culture makes it particularly effective for change initiatives aimed at long-term sustainability. By integrating changes into the organisation's DNA, the model helps ensure that changes endure beyond the initial implementation phase.
As we've journeyed through the landscapes of Lewin's and Kotter's models, it's evident that the terrain of change management is complex yet navigable with the right strategies and, importantly, the right people. People professionals stand at the helm of this journey, not just as supporters but as leaders, guiding businesses through the ebbs and flows of change.