Lewin’s Change Theory - UnFreeze, Change, ReFreeze Method

Main ideas & lessons from the video

• Kurt Lewin’s Change Theory explains how people and organizations change behavior, using a model designed to create long-lasting change.
• The theory is built on the idea that behavior is driven by a dynamic balance of forces:
  • Driving forces push people toward change
  • Resisting forces push people away from change (maintain the status quo)
• Change happens only when driving forces outweigh resisting forces.
• For durable change, Lewin proposed the Unfreeze–Change–Refreeze model, supported by the metaphor of transforming a block of ice into a new shape.

Key concepts explained

Driving vs. resisting forces

• If driving > resisting → change occurs
• If driving = resisting → behavior remains at equilibrium (no change)
• To change, you must address both sides:
  • Increase drivers
  • Reduce restraints

Unlearning

• Real change may require deep unlearning of old beliefs/values that supported outdated practices.

Top management’s role

• Upper management must guide the process by:
  • aligning messaging with the organization’s thoughts, feelings, and values
  • preparing for pushback

Methodology / instructions: Lewin’s Unfreeze–Change–Refreeze steps

1) Unfreeze (prepare the organization so change becomes possible)

Evaluate the situation by identifying:

• the organization’s core values and beliefs
• what is currently supporting the old method
• which values contribute to harmful or outdated practices

Choose one (or a mix) of approaches to shift equilibrium toward change:

• Ramp up driving forces
  • Increase supports that push behavior toward the desired change
• Slow down resisting forces
  • Reduce factors that encourage people to cling to the status quo
• Use a combination

Ensure leadership readiness:

• People at the highest levels must understand what needs to be “unfrozen.”

Communicate the change need:

• Everyone must be on the same page about why change is needed
• Specify what beliefs/values/processes must be replaced

Plan for pushback:

• Leadership should be prepared with motivation and strategy to handle resistance.

2) Change (implement and roll out the new behavior)

• Adjust organizational behavior, thoughts, and feelings.
• Once the plan is set:
  • Communicate clearly (the “why” and “how”)
  • Make rollout swift rather than gradual
    • Analogy: diving into cold water quickly is less painful than walking in slowly; everyone must make the “dive.”
• Involve everyone, not just leaders:
  • Each member should understand how the change works and why it matters.

3) Refreeze (stabilize the new way so it lasts)

• Make the change permanent by embedding it into organizational practice.
• Put mechanisms in place such as:
  • updating handbooks
  • revising contracts
  • changing training materials
• Use reinforcement to help it “stick,” e.g.:
  • positive reinforcement for desired behaviors
• Maintain momentum:
  • Schedule follow-up actions early so people remain motivated.
• Emphasized constraint:
  • The model is not instantaneous; it requires planning, communication, and consistency.

Example used in the video (team-building schedule)

• Unfreeze (parents/family schedules as resisting forces)

  • Evaluate core values (e.g., valuing family time)
  • Adjust timing by:
    • evaluating when events occur
    • using tools like surveys to find the best event times

• Change

  • Communicate that the survey informed scheduling
  • Explain how team cohesion and bonding support organizational goals and identity

• Refreeze

  • Reward participation (e.g., recognition, photos, highlighting fun)
  • Schedule the next events immediately so team-building becomes a lasting routine

Additional takeaway

• The model can be applied not only to organizations but also to personal behavior change:
  • Identify beliefs/values driving current habits
  • Adjust them to make change feel positive and sustainable

Speakers or sources featured

• Kurt Lewin (main subject of the model)
• Sigmund Freud (mentioned as “father of psychoanalysis”)
• John B. Watson (mentioned as “father of behaviorism”)
• (Unspecified narrator / video presenter) who delivers the explanation (no name given)