Three-Step Change Model in the Workplace: Leading with Emotional Intelligence.
Kurt Lewin’s change management model offers a structured, people-centred approach to implementing change within an organisation. Known as the Three-Step Model, it includes: Unfreeze, Change, and Refreeze (Lewin, 1947). This framework remains widely used in business transformation strategies today.
Step 1: Unfreeze – Challenging the Current State
The first step is to disrupt the status quo. Lewin described organisational stability as a "quasi-stationary equilibrium," where existing behaviours are held in place by a balance between opposing forces. To introduce meaningful change, this balance needs to be disturbed.
This phase involves helping teams recognise the need for change and breaking down resistance to new ideas. The goal is to create an environment where people feel safe to question existing processes, allowing space for more effective methods to emerge.
Step 2: Change – Implementing New Processes
Once the system is unfrozen, the transformation begins. According to Schein (1997), unfreezing creates a readiness to learn, but doesn’t guarantee the direction of that change. This highlights the importance of careful planning and clear communication during this stage.
Employees are at the heart of successful change. Engaging them in open dialogue about what’s working, what’s not, and what they need from new systems helps guide the implementation in a way that aligns with both organisational goals and team needs.
Step 3: Refreeze – Establishing a New Normal
After implementing the change, the focus shifts to reinforcing the new processes. This ensures that progress becomes permanent, avoiding regression into previous habits. While growing pains are inevitable, consistency is key.
By embedding new tools or behaviours into daily routines, organisations can establish a new operational baseline that is more efficient, scalable, and aligned with long-term objectives.
Change in Action: A Practical Example
A recent internal review revealed that the team’s existing workflow system was not effectively tracking time spent on tasks. While platforms like Monday.com worked well for assigning briefs and task management, they lacked detailed visibility on time allocation.
In response, the team transitioned to using Google Calendar. This tool allows individuals to log tasks and visually plan their week. By sharing calendars, managers gain real-time insights into how long projects take, allowing for improved prioritisation and resource allocation.
This change was not enforced top-down. Feedback from team members was actively gathered—what they liked about the old system, what didn’t work, and what features were necessary in the new process. This consultative approach aligned with Lewin’s belief that change must involve the people it impacts most (French & Bell, 1984).
Leading with Emotional Intelligence
Successful change management also requires emotional intelligence. Abrupt change, without involving those affected, can result in resistance and low morale. Understanding your team’s concerns, involving them in decision-making, and empowering them to take ownership of change ensures smoother adoption.
When people feel heard and involved, they are far more likely to embrace a new way of working.
Conclusion
In simple terms: unfreeze the outdated process, change to a more effective system, and refreeze the new approach so it becomes standard practice.
Lewin’s model may be over 75 years old, but its core message remains as relevant as ever: involve people, listen to their feedback, and lead change with empathy and structure.
References:
Lewin, K. (1947). Group decisions and social change. In T. M. Newcomb & E. L. Hartley (Eds.), Readings in Social Psychology. New York: Henry Holt.
Schein, E. H. (1997). The three cultures of management: Implications for organizational learning. Sloan Management Review.
French, W. L., & Bell, C. H. (1984). Organization Development: Behavioral Science Interventions for Organization Improvement.