When an organisation embarks on change it wants the transition to be as smooth as possible and for the change to be fully implemented rather than risking having to regress to the previous state. An understanding of how people react to change is necessary to ensure buy-in to the solution. Lewin’s model deals with preparing for the transition and reinforcing the change17. This has three states:

(i) Unfreezing: in this period, existing attitudes and beliefs are ‘unfrozen’ in preparation for the proposed change.

(ii) Transition: the movement from the previous to the new way of working.

(iii) Refreezing: this is the phase where changes are institutionalised and the organisation ‘refrozen’ in the new configuration.

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