unfreezing

Unfreezing is a term used in organizational change management to describe the first phase of the change process. It involves preparing an organization to accept that change is necessary and altering the equilibrium that has maintained the current behavior, attitudes, or processes. The aim is to reduce resistance and create sufficient motivation for change.

Originating from Kurt Lewin's three-stage model of change—unfreeze, change, refreeze—unfreezing emphasizes recognizing problems, dissatisfaction with the status quo, and the perceived need for change. Practically, it entails identifying driving forces that push toward change and reducing restraining forces such as fear of loss, uncertainty, or entrenched routines. The balance of forces should shift toward change to lower the barriers to adoption.

Strategies used during unfreezing include communicating a compelling rationale, presenting evidence of problems or opportunities, involving stakeholders in planning, and securing visible support from leadership. Training, pilot programs, and transparent dialogue can help dissociate the status quo from security and highlight benefits.

In application, unfreezing is not a one-time action but a preparatory stage. It precedes the actual implementation of new processes, structures, or cultures. After the change is implemented, the final refreezing stage seeks to stabilize the organization at the new norm.

Limitations include its linear framing of change, potential oversimplification of dynamics, and varying applicability across cultures and contexts. Critics emphasize that change is often iterative and non-linear, requiring ongoing reinforcement rather than a single freezing of the new state.