Problem Statement This paper responds to criticism of Kurt Lewin’s three step model of organizational change in increasingly turbulent environments. It explores whether the refreeze step of Kurt Lewin’s notable three step model is still applicable to organizational change processes in the age of globalisation and digitalisation.
Method Literature review and critical analysis of applied examples are used to provide an overview of Kurt Lewin’s three-step change model. Authors’ observations and reflections are integrated in the discussion. The changing contemporary environment and the implications for the refreeze step of Lewin’s model are accordingly discussed.
Conclusions The paper concludes that a balance of stability and movement; of discrete and emergent change; is the reality for today’s organizations, and forms the touchstone for Lewin’s formulation of change theories. Alignment is observed between notions of desired equilibrium in Lewin’s model and the contemporary underpinnings of sustainability. Technology and the modern pace of organizational change are also factors to consider. There has hence been an adaptation of his theoretical heritage that is current and sufficiently robust to withstand the criticisms of the refreeze stage.
History
Journal
International Journal of the Academy of Organizational Behavior Management
Volume
January-March 2013
Issue
4
Pagination
104 - 124
Publisher
North American Institute of Science and Information Technology
Location
Toronto, Ont.
ISSN
1927-5668
eISSN
1927-565X
Language
eng
Publication classification
C1 Refereed article in a scholarly journal
Copyright notice
2013, North American Institute of Science and Information Technology