Lesallan | March 12, 2025
Organizational Models Related to Change Theory Discussion
In today’s rapidly evolving business landscape, managing organizational change is both a complex challenge and an essential competency. Burke’s (2023) Organization Change: Theory and Practice presents a variety of models designed to help leaders select the most appropriate approach to instigate and sustain meaningful change. One widely recognized model is Lewin’s Process Model, which divides the transformation process into three distinct phases: unfreezing, changing, and refreezing. This model offers a clear, linear path toward change by emphasizing the importance of preparing the organization for change (unfreezing), implementing new processes (changing), and solidifying these changes to ensure they endure (refreezing; GreggU, 2019).
A comparison of change models reveals both the virtues and limitations of Lewin’s framework relative to alternatives presented by Burke (2023). Lewin’s Process Model is particularly advantageous due to its simplicity, making it effective in scenarios where the need for change is straightforward. However, Burke (2023) also references models that adopt a more iterative approach, emphasizing continuous stakeholder engagement, regular feedback, and periodic reassessment of progress. Burnes (2004) supports this broader perspective by suggesting that iterative models may be more effective in complex or volatile environments where change is not linear but instead requires ongoing adaptation. For example, in my previous role at a mid-sized technology firm, the introduction of a new project management system encountered significant resistance partly because the reasons for change were not effectively communicated. Utilizing Lewin’s model could have facilitated a more deliberate approach, initiating an “unfreezing” stage through comprehensive communication campaigns, followed by a structured “changing” phase with workshops and training sessions, and finally a “refreezing” stage incorporating regular feedback mechanisms to solidify the new practices. Such a structured approach might have mitigated resistance and promoted a more sustainable transition.
In summary, the exploration of change management models in Burke’s (2023) work, alongside supportive perspectives from Burnes (2004) and practical insights highlighted by GreggU (2019), illustrate that no single approach is universally applicable. While Lewin’s clear-cut, three-stage model is valuable in certain contexts, organizations facing dynamic challenges may benefit from more flexible, iterative strategies. Ultimately, the success of any change initiative hinges on tailoring the selected model to the organization’s unique context, ensuring robust communication, sustained engagement, and adaptive processes throughout the transformation.
Blessings,
Lesallan
References:
Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re‐appraisal. Journal of Management Studies, 41(6), 977–1002.
Burke, W. W. (2023). Organization change: Theory and practice (6th ed.). Thousand Oaks, CA: Sage.
Croce, J. (2025). Spotify. Spotify.com. https://open.spotify.com/track/7uWFUpGuEfmxYeymkV95jn?si=20687ad20340458d
GreggU. (2019, July 15). Lewin’s process model of organizational change [YouTube Video].
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