This is a free essay sample, which discusses Lewin's Theory of Change, compares and contrasts it to "White-water" theory of change. The paper discusses Lewin’s approach to change management, which includes three major steps: unfreezing, change or transformation, and refreezing. Then this piece of custom essay writing explores major differences between the specified theories. 

 

 

Compare & Contrast Lewin’s Theory of Change to White-water theory

 

Kurt Lewin’s change theory, also known as Lewin’s Three-Step Model, assumes that process of organizational change can not be modeled in details as it is very abstract. Therefore, “Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice” (Bronwyn). This theory is based on the assumption that change process consists of three steps: unfreezing, change and refreezing.
At first stage, unfreezing, organization has to realize and recognize the need for change. In other words, before starting change organization must realize the reasons for change – i.e. some sort of discomfort, low productivity or other external motivators. If there is no reason for change, there will be no change. When organization soundly realizes the need for change, then it is unfrozen and ready to accept a new shape, which will help to resolve occurred problems.

Second stage, change or transformation, is the most crucial and difficult one. At this stage employees and executives start to do things in a different way. They try to find out which changes and how can improve their work and benefit organization. The change itself “represents tangible changes in the way an organization operates” (Jex, p. 439). Examples of change are job redesign, restructuring, introduction of new human resource management policies, adoption of new strategy or vision etc. Organizational change may be supported by some people and denied (hindered) by others since some employees will benefit from it, whilst others – harmed. This happens because there are always indifferent people who simply do not care how things are done and there are always people who like the things as they are. For example, dishonest employees will surely hinder or deny introduction of new control system because effective control will reveal unfinished job, mistakes and shirking.

The next step is refreezing. It comes when some introduced changes become adopted (like new routines, job design and tasks). At this stage it is important to give clear message that change is accepted and things will be done in this exact way. The change should be supported and enforced, and “employees must see that it is in their best interest to maintain the organizational changes that are carried out in the transformation phase” (Jex, p. 439). Lewin’s change model is considered to be a cornerstone of change management and it is widely applied due to its simplicity and effectiveness.

There are many fundamental differences between Lewin’s and “White-water” theories of change. Lewin’s model is a static one, while “White-water” theory implies that change is constant. Lewin’s model supposes there is a lot of time to get ready to change, handle the transition and refreeze. “White-water” model assumes organization is in constant process of change and, consequently, there is no time to get prepared to change. Organizations face the need for rapid change as delay may mean death (in terms of missed opportunities).  The change may be uncertain but it has to be timely. “White-water” model lefts no time for refreezing also. Lewin recognizes that organization has to realize the need for change before handling change process. The reasons for change can be external and internal, while motivation for change comes from inside of organization. “White-water” model emphasizes dominance of external factors that cause change, but also recognizes that change must be initiated by organization. According to Lewin’s change theory there is a stability in organization before unfreezing, then this stability vanishes (transformation) and emerges again (refreezing). “White-water” theory of change suggests that organization’s stability is constantly being challenged by instabilities. So as to preserve stability state, organizations have to adjust this state to the external environment. That is, organization simply transits from one state of stability to another within course of time.

 

 

1. Bronwyn, Ritchie. Lewin's change management model: Understanding the three stages of change. Retrieved February 24, 2008, from http://www.consultpivotal.com/lewin's.htm
2.     Jex, Steve. (2002). Organizational psychology. A scientist-practitioner approach. New York: Wiley. 


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