During this stage, the organisation and its employees are prepared for change.

This involves creating awareness of the need for change, breaking down any existing resistance, and developing a sense of urgency. Unfreezing is crucial because it helps individuals and teams let go of old behaviors, beliefs, and attitudes, making way for new ways of thinking and functioning.

• Creating awareness: Organisations need to communicate the reasons behind the change and the potential benefits it will bring. This can be done through various channels such as town hall meetings, emails, or workshops.

• Breaking down resistance: Resistance to change is natural, and it is important to address it proactively. This can be achieved by involving employees in the decision-making process, addressing their concerns, and providing them with the necessary information and support.

• Developing a sense of urgency: Creating a sense of urgency helps employees understand the importance of change and motivates them to embrace it. This can be done by highlighting the risks of not changing and the opportunities that lie ahead.

Once unfreezing has been accomplished, the organization moves into the second stage, the changing phase.

This stage involves implementing the desired changes and introducing new processes, systems, or structures. It is characterized by a period of transition, where employees are likely to experience a range of emotions and challenges as they adapt to the changes. Effective communication, training, and support are essential during this phase to ease the adjustment process and ensure a successful implementation.

• Effective communication: Clear and consistent communication is crucial during the changing phase. This includes providing regular updates, explaining the reasons behind the changes, and addressing any concerns or questions that arise.

• Training and support: Employees need to be equipped with the necessary skills and knowledge to adapt to the changes. Training programs, workshops, and one-on-one coaching can help employees develop the required competencies and feel supported throughout the transition.

• Managing emotions and resistance: Change can be unsettling, and employees may experience resistance or negative emotions. It is important for leaders to acknowledge and address these emotions, providing a safe space for employees to express their concerns and offering support and reassurance.

The final stage of Lewin's model is refreezing.

This stage focuses on anchoring the changes within the organisation's culture and ensuring that they become the new normal. Refreezing involves reinforcing the newly implemented behaviours, establishing policies and procedures to support the changes, and creating a supportive environment that encourages and rewards the desired behaviors.

By solidifying the changes, organizations can minimize the likelihood of reverting to old habits and maintain the momentum of their transformation efforts.

• Reinforcing new behaviours: Organizations need to consistently reinforce the desired behaviors and practices to embed them into the organizational culture. This can be done through recognition and rewards, performance evaluations, and ongoing training and development.

• Establishing policies and procedures: Clear policies and procedures that align with the changes need to be established. This ensures that the changes are supported by the organizational structure and that employees have guidelines to follow.

• Creating a supportive environment: A supportive work environment is essential for sustaining change. This includes fostering open communication, providing resources and support, and encouraging collaboration and teamwork.