1. CHANGE
MANAGEMENT
The Kurt Lewin’s theory

2. Why change?
Improve Company Image Respond to Environment
To tackle Competition Be the Best in Business

3. Driving Forces
>>>Field Forces<<< Restraining Forces
Customer want Loss of staff
new product overtime
Current Desire
State d State
Staff frightened
Driving Forces Restraining Forces Improve speed of new
of production technology
R1
D1
D2 R2 Plan: Upgrade
Raise volumes Environmental
Factory with
output impact of new
D3 new
R3 technology
manufacturing
D4 equipment
R4
Control rising
maintenance Cost
cost
Driving Forces
Restraining Forces Disruption

4. Kurt Lewin’s Model of Change
Unfreeze Change Refreeze
• Ensure that • Execute the • Ensure that
employees intended the change
are ready for change becomes
change permanent

5. How can it be executed effectively
Define the change you want to see
Brainstorm or mind map the Driving change
Forces and the Restraining Forces
Evaluate the Forces
Review the Forces
Strategise
Proritise action steps

6. Limitations of the theory
 Its difficult to freeze a planned change in the
system
 Its relevant to incremental and isolated changes
and ignores the transformational and radical
changes
 It ignores the role of power and politics in an
organisation
 It is seen as a top - down, management driven
approach and ignores situations regarding
bottom - up change

7. Thank You!