cameron and green making-sense-of-change-management

Organizational changedefining the current state, surfacing the driving and resisting forces andpicturing a desired end state. The second is about moving to a new statethrough participation and involvement. The third focuses on refreezingand stabilizing the new state of affairs by setting policy, rewardingsuccess and establishing new standards. See Figure 3.2 for the key stepsin this process.UNFREEZETake actionMake changesInvolve peopleExamine statusquoIncrease drivingforces for changeDecrease resistingforces againstchangeMOVEMake changepermanentEstablish new wayof thingsReward desiredoutcomesREFREEZEFigure 3.2 Lewin's three-step modelSource: Lewin (1951)Lewin’s three-step model uses the organism metaphor of organizations,which includes the notion of homeostasis (see box). This is the tendency ofan organization to maintain its equilibrium in response to disruptingchanges. This means that any organization has a natural tendency toadjust itself back to its original steady state. Lewin argued that a new stateof equilibrium has to be intentionally moved towards, and then stronglyestablished, so that a change will ‘stick’.Lewin’s model was designed to enable a process consultant to take agroup of people through the unfreeze, move and refreeze stages. Forexample, if a team of people began to see the need to radically altertheir recruitment process, the consultant would work with the team tosurface the issues, move to the desired new state and reinforce thatnew state.111