A Basic Model for Understanding the Change Process
So far in this lesson, we have discussed some common barriers to change, and we have seen that not everyone adopts change at the same time or in the same way. Being conscious of this behavior can reduce your frustrations, and can help you work with the people involved in the change process.

So how can an organization help different types of people adjust to change?

Let’s take a look at one more model for understanding change in organizations. This model — proposed by the psychologist Kurt Lewin — provides a simple way to understand the change process.3

Lewin proposed that organizational change occurs in the following three stages:
1. Unfreezing;
2. Change or transition; and
3. Freezing (or re-freezing).

In other words, Lewin suggests that in order to effect long-lasting change, you have to recognize that people have to be loosened from their old way, transitioned, and then molded into their new way. It’s a conscious process that must be respected. This involves preparing people for change, actually managing the change, and then working to ensure that the change stays in place.

Stage 1: Unfreezing
From Lewin’s perspective, the first stage in helping people adapt to change involves unfreezing or loosening their attachment to their current attitude or practice. That means helping them understand why change is necessary and clarifying how the change will be accomplished.

When implementing a change in health care, this stage might include communicating with staff and sharing external research or internal data about the change. It may also focus on training or the distribution of resources that will help people understand the need for the change.

For instance, let’s consider the unit that’s planning to adopt a new system of electronic medical records. Remember Susan, the laggard? To help