Overcoming Resistance to Change with Lewin’s Model
Understanding Lewin Change Management: A Framework for Organisational Growth
Leadership plays a critical role in overcoming resistance. According to Lewin's model, leaders must be visible and actively involved throughout the entire change process. Their commitment to the change is crucial for overcoming resistance, as employees are more likely to embrace change when they see leaders modelling the desired behaviours.
Communication is another vital component in addressing resistance to change. Lewin's model stresses the importance of clear, open communication at every stage. Regular updates, transparent discussions about the reasons for change, and addressing concerns promptly can help to alleviate resistance and keep employees engaged in the process.
In organisations where resistance is particularly strong, Lewin's model suggests breaking the change into smaller, manageable steps. This allows employees to gradually adapt to the change, reducing the overwhelming feeling that often accompanies major transformations. This incremental approach can significantly reduce resistance and build confidence in the new way of working.
Addressing the emotional side of resistance is also important. Employees may resist change due to fear, uncertainty, or the perception that their roles are threatened. Lewin's model encourages organisations to acknowledge these emotions and provide support, whether through counselling, training, or reassurance, to help employees feel more comfortable with the change.
Lewin's Change Management model provides an effective framework for overcoming resistance to change. By following the three stages-unfreezing, changing, and refreezing-organisations can address resistance proactively, ensuring that the transition is as smooth as possible. The model helps organisations create a supportive environment where employees feel empowered to embrace change rather than resist it.