Lewin Change Model explained: Basics, Phases, and a Practical Example

The Lewin Change Model helps you manage change in a simpler and more structured way. Change often meets with resistance because people have to let go of familiar habits, structures, and ways of working. The model makes it clear that successful change doesn’t start with implementation, but with preparation: first unfreeze, then change, and finally re-freeze.

In this article, you’ll discover what the Lewin Change Model is, how the Unfreeze, Change, and Refreeze phases work, and why communication, engagement, and necessity are so important. You’ll also learn how the model relates to behavioral change, how to apply it in practice, and what its advantages and limitations are. Enjoy reading.

What is the Kurt Lewin Change Model?

“Stagnation means decline” is a famous saying in many dynamic organizations. This is why reorganizations, adjustments and other changes take place within organizations.

Unfortunately, employees are not always happy with these changes and change therefore often encounters resistance. To handle this properly, the German-American psychologist Kurt Lewin developed the “Unfreeze-Change-Refreeze” model, one of the most famous approaches to change management, which is all about empowering people within the organization.

The Lewin change model describes the change in three stages and is about change in general. Nevertheless, it is widely used within companies.

According to experts, Lewin’s change model can be applied in the following three ways:

1. Changing existing systems, structures, and processes within an organization
2. Changing behaviors, attitudes and skills of employees within an organization
3. Implementing changes to the corporate culture, organizational climate and interpersonal way of working together

Stable situation

To overcome resistance, the people involved need to let go of old habits and structures. This is a difficult assignment because change leads to a disruption of a stable situation. People like to keep the old situation as it is, because it is safe and predictable. People are only capable of accepting change when they know what this change will bring them.

Lewin change stage model versus behavior modification: the diagram

The model focuses on behaviour modification of people/ employees. The lewin’s unfreeze change refreeze model distinguishes three stages.

Unfreeze stage

In this phase of Kurt Lewin’s change model, people realize that something is about to change and struggle with emotions such as denial, impatience, uncertainty, and doubt. For a company, it is important to be transparent during this phase and explain why a change process is being initiated.

Only through clear communication will employees be more open to the new direction being taken, and will they be able to let go of old habits more easily and shake them off. In this phase, it’s a good idea to involve employees in the change process and let them contribute their ideas.

A force field analysis can be used to identify which forces are driving the change and which factors are causing resistance. This clarifies where additional communication, engagement, or support is needed.

Change stage

It is crucial that the change be implemented quickly. The longer the change process takes, the more likely employees are to revert to their old habits and routines.

It’s no coincidence that this phase is also called the “move” phase, as it creates a ripple effect within an organization. By taking decisive action and implementing the change quickly, employees become aware of the importance of this change more rapidly.

The desired pace depends on the scope, complexity, and risks of the change. A minor process adjustment can be implemented quickly. A reorganization, cultural change, or digital transformation usually requires more time, repetition, and interim adjustments. Speed is therefore not an end in itself. The main thing is that progress remains visible and people receive sufficient support.

Refreeze stage

This phase is all about consolidating the change. Once the actual change has been implemented during the change phase, employees are quick to fall back into old habits. That’s why it’s wise to establish clear agreements and to evaluate, monitor, and (where necessary) make adjustments along the way.

Only then can the new situation stabilize, and only then will it be clear to employees that there is no turning back. Ultimately, they will act in accordance with the new situation on their own initiative, accept the change, and recognize its benefits.

The Lewin Change Model at a Glance

The Lewin Change Model consists of three consecutive phases. Each phase has its own goal and requires different actions. The overview below shows how Unfreeze, Change, and Refreeze together contribute to successful change.

Together, these three phases form a single change process. Without proper preparation, there will be insufficient buy-in. Without guidance, new behaviors will not be implemented effectively. Without embedding, there is a risk that people will revert to their old habits and ways of working.

Tip: Conflicts often arise when change occurs. Learn how to respond constructively to resistance using Lewin’s model and the Thomas-Kilmann model with the Toolshero Conflict Styles Test.

Explaining the Need for Change

Change processes often fail because an organization fails to convey the necessity of the change to its employees. Employees are only able to make concessions and let go of the old situation when they are aware of the necessity of the change.

The only way management will succeed in convincing employees of this necessity is through openness, transparency, and honesty. By involving employees in the process, they will come to understand the necessity and can begin to work on raising awareness of the change.

Application of the Lewin Change Model

This model is still widely used in organizational change initiatives. But it also serves as an excellent foundation for team-building programs to bring about a shift in employees’ mindset and make them aware of the benefits of change. Change does not have to be a threat; rather, it can very well be seen as a new challenge that energizes everyone.

Example of the Lewin Change Model in practice

The Lewin Change Model can, for example, be applied when implementing a new Customer Relationship Management (CRM) system. Many organizations store customer information in separate spreadsheets, emails, and personal notes. As a result, information becomes fragmented, making it difficult to effectively track customers.

The organization therefore decides to record all customer data in a single, centralized CRM system going forward. Using Lewin’s three phases, this change can be prepared, implemented, and embedded in a structured manner.

Unfreeze: Preparing employees for the new CRM system

During the Unfreeze phase, it is made clear why the current way of working is no longer sufficient. For example, the organization demonstrates how much time is wasted searching for information. Examples are also shared of missed sales opportunities, duplicate work, and incomplete customer files.

It is important to involve users in the change during this phase. They can identify the problems they encounter in practice and specify which features the new system must provide. Training sessions, information sessions, and demonstrations help alleviate uncertainty.

The goal of this phase is not merely to announce the new system. People need to understand why the change is necessary and what benefits it will bring to their daily work.

Change: Implementing and Using the CRM System

During the Change phase, the new CRM system is actually implemented. A small team can first test the system during a pilot. Based on their experiences, technical issues and unclear procedures can be resolved.

Next, all users receive hands-on training. For example, they learn how to add new customers, record customer interactions, and follow up on sales opportunities. Sufficient support must be available during the first few weeks so that questions and issues can be addressed quickly.

Regular communication remains important. By sharing successes and taking feedback seriously, confidence in the new way of working grows. At the same time, this prevents people from falling back on their old spreadsheets and notes out of uncertainty.

Refreeze: Embedding the New Way of Working

During the Refreeze phase, using the CRM system becomes part of the daily routine. The organization establishes guidelines regarding what information must be entered and who is responsible for maintaining customer data.

Existing processes are also adapted. Reports are now generated directly from the CRM system, and new employees learn to work with the system right away during their onboarding. In addition, periodic checks can be conducted to ensure that customer data is complete and up to date.

It is wise to measure the results of the change. Consider benefits such as less time spent searching for information, faster follow-up on requests, and a more complete view of the customer. When users notice that the system makes their work easier, the likelihood that the new way of working will be maintained increases.

This example shows that a successful change requires more than just purchasing new software. People must first understand why the change is necessary, then receive support in learning new behaviors, and finally be helped to sustain the new way of working.

When is the Lewin Change Model appropriate?

The Lewin Change Model is particularly suitable when an organization can clearly describe its current and desired situations. Examples include the implementation of a new system, an adjusted work method, a reorganization, or the development of new team behavior. The model helps first to create a willingness to change , then to guide the transition, and finally to embed the new behavior.

For large-scale transformations, ongoing changes, or situations involving many different interests, a complementary approach is needed. The model can then serve as a foundation, but must be combined with a concrete step-by-step plan, clear responsibilities, and measurable objectives.

Advantages and Limitations of the Lewin Change Model

The Lewin Change Model offers a clear framework for understanding change. The three phases make it clear that change does not begin with implementation. First, a willingness to let go of old habits must be established. Then, the new situation is introduced and ultimately embedded.

At the same time, the model is not a comprehensive step-by-step plan. Its simplicity makes it practical, but it also means that certain aspects of a change process are covered less extensively.

Advantages of the Lewin Change Model

A key advantage of the Lewin Change Model is its simple structure. The Unfreeze, Change, and Refreeze phases are easy to understand and apply. As a result, the model can help make a complex change process more manageable.

In addition, the model places a strong emphasis on preparing for change. People must first understand why the current situation is no longer sufficient. By explaining the need for change and creating a space to discuss resistance, more room is created for new behavior.

Embedding the change is also given a clear focus. A new way of working is only successful when it becomes part of daily practice. Agreements, guidance, evaluations, and new routines help prevent a relapse into the old situation.

Other benefits of the model include:

• it provides a clear foundation for planning change;
• it highlights the importance of communication and engagement;
• it helps to better understand resistance to change;
• it can be applied to behavioral change, team development, and organizational change;
• It can easily be combined with other change models and methods.

Limitations of the Lewin Change Model

One limitation is that the change process is presented as three distinct phases. In practice, changes do not always occur in a fixed order. Phases can overlap, and new problems can cause an organization to temporarily take a step backward.

Furthermore, the model provides few concrete guidelines for implementation. It describes what needs to happen during a change, but does not specify exactly who is responsible, what activities are required, or how progress should be measured. A supplementary step-by-step plan or project management method may be necessary for this.

The term “Refreeze” may also give the impression that, after the change, an organization returns to a fixed and unchanging state. In a dynamic environment, however, processes, technology, and customer needs continue to evolve. Anchoring therefore does not mean that further change is ruled out. Above all, the new behavior must be sufficiently supported to prevent an immediate relapse into old habits.

Other limitations include:

• power, interests, and organizational politics are not explicitly addressed;
• the model takes only limited account of multiple changes occurring simultaneously;
• the influence of organizational culture and leadership must be analyzed separately;
• the three phases may be too general for large-scale transformations;
• Success continues to depend on effective communication, guidance, and evaluation.

The Lewin Change Model is therefore particularly suitable as an overarching framework. It helps to understand the key dynamics of change. For complex organizational change, the model can be supplemented with a concrete implementation plan, measurable objectives, and other change management models.

Recommended books and publications on the Lewin Change Model

The Lewin Change Model helps to understand organizational change in a simpler and more structured way. The model describes change as a process of loosening, moving, and re-stabilizing. This clarifies why change requires preparation, why people may experience resistance, and why new behavior only gains value once it is embedded. The books and publications listed below provide additional insight into Lewin’s 3-step model, planned change, group dynamics, action research, resistance, organizational change, and change implementation.

1. Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293–315. → Armenakis and Bedeian provide an overview of research on organizational change. This publication is relevant to the Lewin Change Model because it helps contextualize Lewin’s basic ideas within broader change management themes such as readiness, resistance, communication, and implementation.
2. Burnes, B. (2009). Managing Change: A Strategic Approach to Organizational Dynamics. Harlow, England: Pearson Education. → Burnes provides a broad foundation for change management and discusses Lewin’s contribution to planned change. The book is relevant because it demonstrates how change is not just about following steps, but also about context, power, culture, strategy, and organizational behavior.
3. Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977–1002. → Burnes reevaluates Lewin’s planned change approach and demonstrates that it is broader than just the well-known three-step model. The publication is strong because it links Lewin to field theory, group dynamics, action research, and change interventions.
4. Burnes, B. (2020). The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), 32–59. → Burnes examines the origins of Lewin’s three-step model and nuances how the model has been interpreted later on. This is relevant because it helps avoid treating “unfreeze,” “change,” and “refreeze” too simplistically, but rather connects them to Lewin’s broader thinking about social change.
5. Cameron, E., & Green, M. (2020). Making Sense of Change Management: A Complete Guide to the Models, Tools , and Techniques of Organizational Change. London, England: Kogan Page. → Cameron and Green provide a practical overview of change management models, including Lewin’s. This book is valuable because it helps readers compare the Lewin Change Model with other models and determine when each approach is appropriate.
6. Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human Relations, 69(1), 33–60. → Cummings, Bridgman, and Brown take a critical look at how Lewin’s model has been portrayed in management literature. The publication is relevant because it shows that the well-known step-by-step model is often presented in a simpler way than Lewin’s original ideas on change management.
7. Kotter, J. P. (2012). Leading Change. Boston, MA: Harvard Business Review Press. → Kotter offers a modern and practical approach to change leadership. The book aligns well with Lewin’s work, as it also emphasizes urgency, momentum, support, and embedding new behaviors within the organization.
8. Lewin, K. (1947). Frontiers in Group Dynamics: Concept, Method, and Reality in Social Science; Social Equilibria and Social Change. Human Relations, 1(1), 5–41. → This is an important early publication by Lewin on group dynamics, social equilibrium, and change. The source is relevant because it demonstrates that, according to Lewin, change is related to forces, group norms, and social context.
9. Lewin, K. (1951). Field Theory in Social Science: Selected Theoretical Papers. New York, NY: Harper & Row. → This book compiles Lewin’s theoretical work on field theory. It is important for the Change Model because Lewin viewed change as the result of forces within a social field. This clarifies why behavior, environment, peer pressure, and motivation must be considered together.
10. Schein, E. H. (2010). Organizational Culture and Leadership. San Francisco, CA: Jossey-Bass. → Schein helps link change to culture, leadership, and underlying assumptions. This aligns well with the Lewin Change Model, because refreezing only works when new behavior is supported by routines, values, leadership, and shared beliefs.

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Mulder, P. (2012). Lewin Change Model. Retrieved [insert date] from Toolshero.com: https://www.toolshero.com/change-management/lewin-change-management-model/

Original publication date: January 3, 2012 | Last update: August 8, 2026

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