Management of Change: Lewin’s Three and Kotter’s Eight Step Model

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MANAGEMENT OF CHANGE

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Introduction
This essay intended to outline different frameworks, models and theories of change
management in an organisation and this reference, two change models will be analysed in
terms of their similarities and dissimilarities and strengths and weaknesses. Change has
become a constant force for various organisations and it requires businesses to innovate
continuously and rapidly before the competition beats them out. Such changes in the business
environment mainly driving due to world-wide competition, technology advancement and
disruption, digitization and increased complexity. Brones et al (2017) defined change
management as an overarching way take by business firms to move from the present to a
future desirable state using a structured approach in association with stakeholders.
Similarities and differences of the two models
The two models that are being selected for the comparison of similarities and differences
include Lewin’s three step model and Kotter’s eight step model. The Lewin’s model of
change management includes three phases i.e. Unfreeze, Change and Refreeze. In Unfreeze
stage, the business firm must “unfreeze” to enable the systems, behaviour and process
changes to happen and communication plays a significant role at this stage as the motivation
of the change requirements must be stated and understood to all the employees. The second
stage is movement and change where the business enterprise accepts the plan of change and
discover new approach of doing things. At the last stage of refreezing, consistency is
reinforced and adjusted is required (Hussain et al, 2018). The Kotter’s change management
model includes eight phases i.e. developing a sense of urgency (1), structure a managing
coalition (2), developing a vision (3), communicate the vision (4), encourage other to involve
(5), strategizes to make short term success (6), consolidate (7) and ratify and legitimate (8)
(Small et al, 2016).
The differences can easily be seen in the different phases of both models, however, they align
amazingly well reflecting various similarities for these models. In relation with an awareness
of needs, Lewin suggested to undertake force field analysis to recognise pros and cons of
change and step 1 is also concern with making “urgency” for change and there can be no
urgency short of awareness. Secondly, communications also matter a lot and considering
Lewin unfreezing stage, it is necessary for an organisation to completely disclose the state of

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affairs and state why change process must be implemented (Cummings, Bridgman and
Brown, 2016). Such clear communication will help employees to accept the change and in the
same way, Kotter’s mentioned communication as of the directing coalition responsibilities
(step 4).
In terms of desire to change, it was stated by Edgar Schein that this occurs via the right
balance of “disconfirmation”, “psychological safety” and “survival anxiety” at the time of
Lewin unfreeze stage. Similarly, Kotter’s mentions the big opportunity as a compelling and
aspirational catalyst and it aligns the team so as to nurture the visions into others.
Reinforcement is being labelled as most important stated in unfreeze stage and this is also
particularly addressed in step 8 of the Kotter’s model (Dijesh and Mary, 2017). As per
refreeze stage, measurement is essential to take any corrective action and in order to make
short term wins (step 6 of Kotter’s), progress must also be monitored. Hence, considering
such similarities and differences, both models have been odds with one another, however,
they also indeed align well too. This shows that Kotter’s 8 step model can make fits within
Lewin’s foundational model for change.
Strengths and Weaknesses of the two models
All change models have specific advantages and disadvantages and this sometimes also
depends on the intensity of the force and other business environment variables. In relation
with Lewin three stage model, it presents a visual summary of several aspects assisting and
opposing a definite idea with all the information that has been gathered in relation with a
likely decision merged into a single graph. This model also expands the assessment beyond
the data and look at qualitative aspects that may have an influence on the failure or success of
the choice been examined. Considering the drawbacks, the model of Lewin is very rational
and goal oriented. The changes assessed look well on paper due to it’s rationally
characteristics, however, when executed by management, one can discover negative
consequences in relation with individual feeling and experiences (Bakari, Hunjra and Niazi,
2017). Simply, there may be time when employees get so motivated concern to the new
change and they may stimulate to bypass the attitude, feelings, past effort or experience of
their personnel. Accordingly, they catch themselves facing either zeal or confrontation. The
change management process in Lewin also requires the participation of all employees and
there can be a disadvantage when the company does not receive complete participation or
confront with several opposing forces rather than support to the decision.