Application of Lewin's Change Model: Al Faisaliah Group Report

This report provides an analysis of Kurt Lewin's change model and its application to the Al Faisaliah Group of companies. The report begins with an abstract summarizing the goal of the report, which is to explore the implementation of Lewin's three-step model (unfreezing, changing, and refreezing) within the organization. The introduction provides context by explaining Lewin's model as a cornerstone for understanding organizational change. The core of the report discusses the three stages of Lewin's model in relation to the Al Faisaliah Group, a conglomerate established in 1970. The report details how the organization can implement the unfreezing, change, and refreezing phases to enhance its operational facilities and gain a competitive advantage. The analysis includes the driving and restraining forces involved in the change process. The conclusion summarizes the report's findings, emphasizing the benefits of implementing Lewin's model to improve the internal environment and market competitiveness of the Al Faisaliah Group. The report is supported by several academic references.

Running head: MANAGING DYNAMIC ENVIRONMENT
Managing dynamic environment
Name of the University:
Name of the Student:
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Abstract
The aim of this report is to discuss about the implementation of Lewin’s theory of change
on Al Faisaliah group of companies. The three steps of this model are being discussed in this
report in relation to this organization. It is being concluded that, with the effective
implementation of the Lewin’s model of change, the operational facility of Al Faisaliah Group
will get enhanced and will help them to gain competitive advantage in the market. Moreover, it
will also help in enhancing the internal environment of the organization.

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Introduction
In this report the model of Kurt Lewin’s changes will be discussed. This model is a
corner stone model that was created for a complete understanding of the organizational change
that was first developed by Kurt Lewin in 1940. This model is still used today that is primarily
responsible for the changes that is seen in any organisation. The basic concept of the theory of
Kurt Lewin is to make a dynamic balance between the forces that is working opposite o the
directions. The Al Faisaliah group of organization is based on a conglomerate establishment that
was done in 1970.
Lewin’s model
The model of Kurt Lewin was developed on the changes that includes the three steps
namely the unfreezing, refreezing and changing (Endrejat, Baumgarten& Kauffeld, 2017). The
process of this change entails on creating the perceptions that is required for a change that mostly
entails on the perception that needs to be created. Then there is a need to move towards the new
and the desired level of the behavior that has to be done with the solidifying of this new behavior
on the basis of the norms. The most influential theory is based on the changing process of the
organisations in Saudi Arabia.
The major driving forces of this organisation is that it encourages the change to occur
along with the facility of the major driving forces to change this because they have a tendency to
push the people in a desired direction (Kotsou& Leys, 2017). The Al Faisaliah Group of
organization is a major shift to the equilibrium that has the tendency towards the change.
The restraining forces is based on the counter driving forces. The restraining forces also
hinder those changes that is taken up by the organisation so that it can easily push the person in

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an opposite direction. These restraining forces is often a cause for the shift of the equilibrium
which opposes the changes.
The equilibrium is also a major force that is primarily based on the state of changes in a
way that acts as the driving force. The restraining equilibrium is raised or can be lowered by
one’s choice in making the changes lie between the restraining and the driving forces. It is quite
evident that the restraining and the driving forces are always considered as a planned change.
The three different stages that is a part of the theory and is applied by its vital stages (Burnes&
Bargal, 2017).
The unfreezing process of the Al Faisaliah Group is based on the process that revolves
around the involvement of the funding method that has to make it possible so that the people
might let go the old patterns that are counterproductive in some way or the other (Burnes, 2017).
The organisation follows a typical unfreezing way that is necessary in order to overcome the
strains that the organisation has made in a group or an organisational group of conformity.
The point is that the unfreezing way can be easily achieved by the use of the three
different methods under this unfreezing procedure in the Al Faisaliah Group organisation.
Basically the group is a diversified enterprise that has been used to operate across the whole of
the Middle East with its products that are highly engaging in the beverages and the foods along
with the electronics and the supplementary for the media houses (Burke, 2017). The first point
that needs to be considered is the increase in the driving forces that has made its behavior direct
to the way the existing situations are made on the status quo. The very next step is to make those
restraining forces that has been found in this organisation affects negatively on the movement of
the existing equilibrium. There is also a requirement to combine the first two methods that has

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been listed above that will be very effective to the organisation and will be very beneficial in
terms of the economic concerns (Tietenberg& Lewis,2016).
Conclusion
From this above report, a clear analysis of the Kurt Lewins model and its three steps for
the changes in the organisation has been explained. The analysis is being done on the Al
Faisaliah Group. The three step of unfreeze, change and refreeze have been discussed in this
report in relation to the Al Faisaliah Group. It can be concluded that, with the effective
implementation of the Lewin’s model of change, the operational facility of Al Faisaliah Group
will get enhanced and will help them to gain competitive advantage in the market. Moreover, it
will also help in enhancing the internal environment of the organization.

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References
Tietenberg, T. H., & Lewis, L. (2016). Environmental and natural resource economics.
Routledge.
Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.
Burnes, B. (2017). Kurt Lewin: 1890–1947: The Practical Theorist. The Palgrave Handbook of
Organizational Change Thinkers, 1-15.
Burnes, B., & Bargal, D. (2017). Kurt Lewin: 70 Years on. Journal of Change
Management, 17(2), 91-100.
Kotsou, I., & Leys, C. (2017). Emotional plasticity: the impact of the development of emotional
competence on well-being. Conditions, effects and change processes.
Endrejat, P. C., Baumgarten, F., & Kauffeld, S. (2017). When Theory Meets Practice:
Combining Lewin’s Ideas about Change with Motivational Interviewing to Increase Energy-
Saving Behaviours Within Organizations. Journal of Change Management, 17(2), 101-120.