MGMT 5: A Comparative Analysis of Lewin's and Kotter's Change Models

This report provides a comparative analysis of Lewin's Three-Step Process and Kotter's Eight-Step Model of Change. It begins with an overview and then explores the similarities and differences between the two models, focusing on communication plans, knowledge and training, and the need for awareness. The report then delves into the strengths and weaknesses of each model, highlighting aspects such as the structured approach of Lewin's model and the urgency created by Kotter's model, while also addressing criticisms related to rationalism and top-down approaches. The author concludes by expressing a preference for Lewin's model as a change agent, emphasizing its simplicity and its ability to address resistance to change. The essay concludes with a summary and a list of references.

MGMT
Running Head: MGMT 0

MGMT 1
Table of Contents
Overview....................................................................................................................................2
Similarities and differences of Lewin's Three-Step Process and Kotter's 8 Step Model of
Change........................................................................................................................................2
Strength and weakness of Lewin's Three-Step Process and Kotter's 8 Step Model of Change. 3
Preferable model........................................................................................................................4
Conclusion..................................................................................................................................4
References..................................................................................................................................5

MGMT 2
Overview
The following report outlines the differences and similarities of Lewin's three-step process
and Kotter's eight-step theory of change. These have similarities with its plan of
communication to employees by knowledge and training (Sarayresh, et al., 2013). Both
models generate knowledge and training to engage employees and build awareness as a
necessary need to improve the productivity of employees (Appelbaum, 2012). The following
report also outlines the important differences like sponsorship, correct options, and so on. It
also highlights the strength and weakness of both models. In the end, it suggests a preferable
model.
Differences and similarities of Lewin's Three-Step Process and Kotter's 8 Step Model of
Change
1. Similarities
 Communication plan
Lewin process model is an essential communication for a business to full disclose stage of
affairs and elaborate change procedure that is put into force. It helps to give clear
communication to employees. These are more willingly accept new change for direction and
let the old customs. Kotter process model mentioned that communication is a guiding
coalition’s responsibility. Large scale change occurred according to people and take place
with a communication plan (Bucciarelli, 2015).
 Knowledge and training
Support is a significant part of change in stages of Lewin process model. This is usually in
form of e-learning, coaching, and training exercises. Kotter model assumes that training and
knowledge present an initiative change.
 Need for awareness
Lewin process model helps to analyze the pros and cons of change. This includes powerful
inventions to promote necessary change and increase awareness to promote change. Kotter
model creates urgency for change and awareness for step out effectively in the process.
2. Differences
 Desire to change
Lewin model present that it comes with the right balance of disconfirmation. According to
Kotter model, the change arises by promoting help from other members of the team.

MGMT 3
 Sponsorship
Lewin model emphasized the importance to prepare individuals for change also reinforce the
requirement for change. Sponsorship plays a good part in change. In the Kotter model
volunteer, army and guiding coalition are important areas in the process. These both have an
important role in sponsorship (Auguste, 2013).
 Corrective action
It is an important part of the process for moving from a change in the Lewin model.
Corrective action returns to the final big stage and makes it successful. In the Kotter model
corrective actions occurred according to a necessity to create short term wins (Ronnenberg, et
al., 2011).
Strength and weakness of Lewin's Three-Step Process and Kotter's 8 Step Model of Change
 Strength of Lewin's three-step process
It forces field analysis to provide a graphic summary of many factors. This support a
particular hint with collected data as a potential decision to combine in a single graph. It
forces analysis to increase evaluation of data at qualitative factors and have an impact to
make a decision successful. This is depended on the level of knowledge and skill of a group
to analyze the assumption. Assumptions are based on accumulated data to build an overall
process to evaluate, drive, and restrain forces (Hornstein, 2015).
 Lewin's three-step process weakness
Lewin model is very rational and plan oriented. The change not makes rational sense and
implement a lack of considering in feelings of human and experience negative consequences.
It requires the full participation of everyone and provides accurate information for effective
analysis. It is not useful as full participation is not possible and not provide a realistic picture
to support forces.
 Strength of Kotter's eight-step model of change
This generates a common sense of urgency also creates a guiding coalition. The leaders lurch
in a program of organization upheaval without proper convince individuals first as there is a
requirement of change. In this model, leaders think to drive change and force own personality
to engage a broader group of individuals to understand the requirement of change. This
provides a strong checklist to most of things that are necessary within the change process.
 The weakness of Kotter's 8 step model of change

MGMT 4
There is an important top-down model. It provides an experience to organizations in big
change products. This is a bit mechanistic and businesses are not machines, they are
communities of people. It is a step by step prescription for change and less important than
another model. It builds short term wins and people lost faith in the process of change
(Warrick, 2011).
Preferable model
The adopted new practices of a business or new technology present examples of changes that
happen all the time. It includes organizational development and support to face and tries to
get individual to adopt new important technology for the decision-making process. The
model exists that support to clarify steps that minimize the task of change management. As a
change agent, I will prefer the Lewin model. Change in an organization is an important part
and parcel to business practices. Lewin model is deceptively simple. It consists of three steps
are known as unfreeze, freeze, and transition. In this first step, it tries to lessen forces and
involves to maintain status quo and change present institutional attitude. The status quo
change present institutional attitude. The status quo presents an equilibrium position that
naturally keeps the necessary things. Unfreezing can be accomplished by increasing services
that drive attitude and behavior away from quo of status. This is done by creating people to
realize the requirement for change and establish trust. This establish new behaviors, attitudes,
and values. This is accomplished by the changed structure of the organization and develop
techniques. It uses a method to convince groups and individuals that the quo of status is not
useful and required to see the difficulties from a new perspective. The last step is concerned
about crystallizing new states of affairs and support the change. The organization has the
option to revert to old methods to complete things unless alterations are reinforced by
freezing.
Conclusion
Both models present excellent insight to present successful change. Both used in tandem.
This support to offset the initial weakness individually. The organization uses the model to
flesh out more appropriate details in the steps of Lewin and in change management
organization adopted a rigid methodology of many detailed stages and options for simplicity.
This is the truth that people remain constant and absorb three items of Lewin rather than
Kotter's model eight steps. These are the step by step models and guide the process to focus
and prepare for actual change. Kotter's model points out the top to the downstage to forms

MGMT 5
true participation. It leads to frustration between employees if the steps of grief and needs of
individual not taken into consideration.

MGMT 6
References
Appelbaum, S., 2012. Lewin's three-step process and Kotter's eight-step model. Journal of
Management Development, 31(08), pp. 764-782.
Auguste, J., 2013. Differences between Lewin's three-step process and Kotter's eight-step
model. Journal of Business Management, 20(08), pp. 129-132.
Bucciarelli, L., 2015. Innovation and Change Management. Universal Journalof
Management, 03(01), pp. 36-42.
Hornstein, H. A., 2015. Strengths. International Journal of Project Management, 33(02), pp.
291-298.
Ronnenberg, S. K., Mary, K. & Mahmoodi, F., 2011. The weakness of Lewin's three-step
process and Kotter's eight-step model. Journal of Operations & Production Management,
31(06), pp. 631-647.
Sarayresh, B. H., Khudair, H. & Barakat, E. A., 2013. The Kurt Lewin of Change
Management. Journal of Business Ethics, 04(02), pp. 626-629.
Warrick, D., 2011. Weakness. Journal of Leadership, Accountability, and Ethics, 08(05), pp.
11-26.