Comparison of Kurt Lewin's Three-Step Change Model and Kotter's Eight-Step Change Management Model

MANAGEMENT OF CHANGE
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Analytical Essay
Kurt Lewin and John Paul Kotter has provided with varying models that enables
philosophies, foundation frameworks and theories for change management in organisations.
Both the theories were written approximately half a century distance from one another.
Nonetheless, both the scholars research and theory reflect each other’s work since both the
framework represents change in organisational management that provides change managers
an outline to bring in effective change in workplace (Hayes, 2018). Both the models were
made to bring organisational employees from stagnant mode to a completely fresh paradigm.
Both models have different approaches that brings a change in organisational setting in which
Lewin’s model reflects simplicity and straightforwardness and Kotter’s models remains more
involved as well as specified. This essay will critically evaluate and reflect findings upon
Kurt Lewin’s three stage change model along with Kotter’s eight steps for change
management model to find out similarities and differences between each other’s along with
finding weakness and strengths in both of them.
While going through the literature, it was found that both the models possessed major
similarities in which Lewin’s philosophy stated that the change management process entails
creation and perception about the reason for change, after which moving forward to new and
desired level in workforce behaviour can be seen ( Hussain, et al., 2016). After recognising
new behaviour, finally change process solidifies and forms into a new norm for the
organisation. The unfreezing stage goal is to generate an awareness regarding the current
level or the status quo of acceptability that hinders in the organisation in some or the other
way. The notion here involved is that more organisations know about the change
requirement, more they feel to facilitate change in urgent manner. Once workforce is
unfrozen, they begin moving into a change implementation phase and thus this stage is also
known as changing stage where actual change takes place. The final stage of Lewin’s model

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is freezing; however, many authors refer this stage as refreezing stage also since this stage
reinforces, stabilizes and solidifies the changed state (Calder, 2013).
Similar to Lewin’s change model, Kotter came up with an eight-stage model in
change management theory that provided change managers with more detailed and specified
steps. Sense of urgency established serves a prime motivator during the time of change as
mentioned by Kotter (Kritsonis, 2005). Once this sense of urgency is accepted by individuals
and they start feeling the change necessities, their energy demands to be guided and directed
to begin change process effectively. For the same, organisation’s managers create guiding
coalition by recruiting and selecting team of individuals who are capable to manage change
process efficiently. Next step involves creating a change vision that provides employees with
clear and concise understanding about pardon a change is all around. After this, managers
communicate the vision with all the other employees so that they are able to envisage how
this new vision can affect and bring advantage for them an individual as well as for the
organisation (Rajan & Ganesan, 2017). A manager then empowers broad-based action
through removal of obstacles that can block organisational vision or disempower workforce
with unattainable or unrealistic goals. While carrying the change process, generating and
planning for short-term wins maintains momentum and enthusiasm among individuals and
hence keep the change process initiative keep going smoothly. In literature, many critics have
been made about both theories where ‘planned approach’ concerns the fact with both models
through which confusion and resistance among employees in unfolded with the progression
of change process steps (Pollack, 2015).
Both models proved very similar to each other that allowed organisation’s with
structures to fulfil ever-changing processes while focussing on planning made during the
change process. Lewin’s stages are comparatively simpler for making initial plans for the
change and therefore, proves effective while spreading change management related message