Analysis of Change Management Models: Lewin vs. Kotter Frameworks

This essay provides a comparative analysis of two prominent change management models: Lewin's three-step model and Kotter's eight-step model. It begins by outlining the importance of change management in organizations, emphasizing the need for continuous innovation in response to global competition, technological advancements, and increasing complexity. The essay then delves into a detailed comparison of the two models, highlighting their similarities and differences across various stages. It examines the strengths and weaknesses of each model, discussing the rational and goal-oriented nature of Lewin's model and the easy-to-follow, step-by-step approach of Kotter's model. The essay also explores the role of a change agent, emphasizing the preference for Kotter's model due to its comprehensive checklist and focus on preparing employees for change. Ultimately, the essay concludes that while organizational change cannot be based on a single model, understanding the nuances of different frameworks is crucial for adapting to specific business environments and ensuring the sustainability of change efforts.

Running Head: MANAGEMENT 0
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.

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In relation with Kotter’s 8 step model of change, the benefits can be seen with its process as
an easy step-by-step model showing visible steps which can give a direction for each of the
processes. This model emphasis on preparation and going with change, not on the actual
change and therefore, transition is simpler and effective with this model. Furthermore, to
achieve success, this model emphasis on buy-in of personnel and accordingly fits well into
the culture of standard pyramids (fitting well on top of traditional organisational structures).
However, there are several drawbacks to this model too such as steps cannot be skipped by
the change agent or management while initializing the change process as many times,
organisations skip the steps while seeing the time taken by each step of the model
(Wentworth, Behson and Kelley, 2020). As this model follows top-down approach, there is
no space for co-creation or any other sort of true involvement and this sometimes led to
frustrations among staff of the phase of individuals necessity and misery are not taken into
assessment. This can also lead to resistance among employees if consideration is not taken of
the change curve and how individual react to the foremost change.
As a Change Agent, Which Model do you prefer and
why
Change is crucial for organisation with increasing competitive business environment and
different theories have described the effectiveness by which businesses can modify their
processes, strategies, structures and management practices so as to offer constructive
framework for managing organisational change. Being a change agent, I must have to take
responsibility of facilitating change and show commitment towards the change process. In
addition, I also need to demonstrate extraordinary versatility within a wide skill set. To
influence change in the organisation, it is necessary to investigate, advocate, encourage and
facilitate change while ensuring that the goals and targets are instilled in the phase of the
change management model. Meanwhile, any resistance in instilling change needs to be
overcome by me while introducing a planned change.
Being a change agent, I prefer Kotter’s 8-Step change framework as it is noticeable in
virtually every ground of organisational psychology from corporate to politics to healthcare
and also to education. Embracing well all its stages will aid me at each level in the
organisation, whether taking up the charge for a big organisation or assisting the

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implementation of others purpose. I believe the greatest strength of Kotter’s model is its first
two steps, developing a sense of urgency and making the guiding coalition. The approach by
Kotter’s offers a very robust checklist of most of the things one needs during the change
process and this model cover all the bases. Hence, it can be said that Kotter’s as a change
management model is made to help the change management to be more effective. Kotter’s
model also hinders the drawbacks of Kurt Lewin’s and supports inclusive sustainable growth
and productive employment. Ultimately, it is pretty easier to follow and incorporate Kotter’s
change management model as it focuses on preparing employees for change rather than
change implementation itself.
Conclusion
The essence of all change management models and frameworks has many aspects and can be
multi-dimensional. Organisational change cannot be based on a single theory or change
models, however, instigates from various different relevant sources entrenched in variety of
theories and concepts. It all depends on the distinct situations and conditions in the business
environment will signify the concept or theory of change within an enterprise. Similarly to
people, there can be also various similarities or uniqueness in the dimensions of those
changes. It is also the responsibility of change agent to develop an effective change program
so as to sustain the change efforts.

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Reference List
Bakari, H., Hunjra, A.I. and Niazi, G.S.K., 2017. How does authentic leadership influence
planned organizational change? The role of employees’ perceptions: Integration of theory of
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Brones, F.A., de Carvalho, M.M. and de Senzi Zancul, E., 2017. Reviews, action and learning
on change management for ecodesign transition. Journal of Cleaner Production, 142(1),
pp.8-22.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), pp.33-60.
Dijesh, K.J. and Mary, R.R., 2017. Analysis of change models and evolving business
strategies for proposed change in dynamic environment. International Research Journal of
Engineering and Technology, 4(3), pp.1351-1357.
Hussain, S.T., Lei, S., Akram, T., Haider, M.J., Hussain, S.H. and Ali, M., 2018. Kurt
Lewin's change model: A critical review of the role of leadership and employee involvement
in organizational change. Journal of Innovation & Knowledge, 3(3), pp.123-127.
Small, A., Gist, D., Souza, D., Dalton, J., Magny-Normilus, C. and David, D., 2016. Using
Kotter's change model for implementing bedside handoff: a quality improvement
project. Journal of nursing care quality, 31(4), pp.304-309.
Wentworth, D.K., Behson, S.J. and Kelley, C.L., 2020. Implementing a new student
evaluation of teaching system using the Kotter change model. Studies in Higher
Education, 45(3), pp.511-523.