ORGANIZATIONAL CHANGE: CASE STUDIES 1
Organizational Changes: Lewin's Change Model and Real-World Case Studies
Alejandro Cuervo
Department of Business, Liberty University
BMAL 704: Leading Organizational Change (DO1)
Dr. David Duby
May 10 , 2024
ORGANIZATIONAL CHANGE: CASE STUDIES 2
Abstract
Change in organization is the current reality of today's dynamic business world; therefore,
strategic facilities management is very crucial to leading a successful transition process and
maintaining an adaptive attitude. An important framework for understanding and navigating
change is Lewin's Change Model which was developed by Kurt Lewin in the 1940s. This model
delineates three key stages: unfreezing, change, and refreezing, which are equally important for
organizational transformation. The Change Model developed by Lewin will be the focus of this
paper which evaluates the various practices associated with each stage and their applicability in
different industries. Through the analysis of actual case studies, like Apple Inc. and Microsoft,
and unsuccessful instances, such as Blockbuster LLC, we discover why change initiatives succeed
or why they are doomed to failure. After analyzing the key findings, some themes continue to
be highlighted, stressing the significance of communication effectiveness, stakeholder
engagement, leadership involvement, step-by-step change process, and cultural alignment
during the change process. Through the integration of lessons learned from these scenarios,
companies can improve their change management structures to create a culture of agility,
innovation, and resilience to the continuously changing business environments. The holistic
interface of Lewin's Change Model and its practical use can assist organizations to have the
ability to handle change effectively and to drive their sustainable growth in the world of change.
Keywords: Communication, leadership, transformation, culture, transition
Organizational Changes: Lewin's Change Model and Real-World Case Studies
Organizational change is a fundamental part of the business progression, influenced by
factors like technological upgrading in the market and changes in consumer interests and
competition (Islam, 2023). To make steady progress when confronted with change, most
ORGANIZATIONAL CHANGE: CASE STUDIES 3
organizations implement well-known models and systems, and Lewin's Change Model is one of
them. Developed by Kurt Lewin in the 1940s, this model provides a structured approach to
understanding and managing change through three primary stages: unfreezing, change, and
refreezing. The paper examines the best strategies related to Lewin's Change Model and how
these are developed for different industries. By exploring real-world change cases of
organizations, including those that have succeeded and failed, individuals can draw conclusions
that will help them see what makes an effective change management process and the strategies
for achieving successful organizational change.
Lewin's Change Model's Basic Overview
At its core, Lewin's model consists of three primary stages: melting, refreezing, and
resolidified. Every stage fulfills a vital function, and they ensure the change is carried out
successfully. The first stage of shifting the mindset, unfreezing, is looking up the layer of the bed
for the change. Disruption, as the name refers to, involves cracking the existing norms,
mindsets, and practices so that an attuned environment for changes can be in place. Unfreezing
should also be considered because any organization is reluctant towards any change caused by
stable habits, rules, and culture. Leading by unfreezing enables management to overcome this
resistance and create a feeling of urgency and need for change among the target audience
(Burnes, 2020). The leaders in a changing organization should express essential communication
during the unfreezing stage. This entails thoroughly explaining the need for the change and
illustrating it. This could cover the company's obstacles or threats, listing the opportunities to
improve and describing a clear path for the company's future. This can be achieved by
strategized communication techniques such as town hall meetings, one-on-one discussions, and
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written communication, which can advance engagement with employees and build an
acceptance of the change.
Once the organization has been unfrozen, the focus shifts to the second stage of Lewin's
model: change. This transition stage conceptualizes organizational change by altering processes,
structures, systems, or behaviors. Change interventions can involve different methods, from
introducing new technology restructuring teams or workflow, to designing new forms of work.
The stylization of the change type aside, the organization should rely upon a sound change
management practice system to ensure a smooth transition in any given situation. Considering
the transition phase, leaders need to do their utmost by offering directions, support, and
resources for smoother change procedure execution. This could entail setting up action plans
with specific milestones to organize the responsibilities and check the progress. Lastly, the
managers must deal with whatever objections or obstacles are encountered during the change
process, whether in organizational politics, individual fears, or external factors (Ada, & Hanafi,
2022).
The final step of Lewin's Model of Change is refreezing, where the changes are stabilized
and embedded into the organizational culture. Refreezing takes center stage in the program's
triumphant story and ensures that it stays as part of the company's culture. Two situations
result from the lack of consolidation which includes the return of the old ways and the
reduction of the change efforts. This being the case, heads of an organization should henceforth
take concrete measures to install these changes into practice and make them part of the daily
routine (Tran & Gandolfi, 2020). The refreezing may be through modernization of the present
policies and procedures and providing training programs, or recognition and incentives.
Furthermore, leaders must build the culture of continuous improvement and innovation to
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make an organization a dynamic and adaptive entity to the challenges of future. By means of
change freeze, leaders can implement control mechanisms which help the organization stays on
the right path and achieves necessary results.
Application Across Organizations
Lewin's Change Model has been successfully utilized for solving problems in localities
and enterprises in different countries because it is smart and relevant. Taking a holistic approach
enables leaders to have a strong foundation for leading any phase of the change process
(Endrejat & Burnes, 2024). In the manufacturing sector where the core element is efficiency and
process optimization, Lewins Change Model is known as a common tool for improving
operational effectiveness and productivity. Take, for example, a manufacturing business aspiring
to change from traditional inventory management to the new Just-In-Time (JIT) inventory
management. It can use Lewin’s model to analyze what will happen from the conventional
inventory methods to the JIT system.
In health care provision where quality care provision and safety are the core priorities,
Lewin's model has been used to develop clinical practice guidelines, electronic health record
systems, or health system improvement projects. For example, a hospital institution that seeks
to minimize medication errors may use Lewin's model to implement a barcode scanning system
for medication administration. Nowadays, the technology sector has become very competitive,
where innovations and adapting to the new environment are crucial to success. This is where
Lewin's model can significantly help companies manage changes in the technology platforms,
product development processes, or market strategies (Adelman-Mullally et al., 2023). As an
illustration, a software company moving from waterfall to agile methodologies might use
Lewin's model to lead the change in the company.
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Best Practices of Lewin's Change Model
Stakeholder Engagement
Stakeholders may include employees, management, and people from the company's
communities. Stakeholders need to be part and parcel of the whole process to make a change
process effective through getting buy-in, building support, and ensuring the success of the
initiatives to lead change. In the unfreezing stage, leaders will discover who the stakeholders are
that are expected to be affected by the change and will then involve them in discussions about
the consequences of the shift (Cameron & Green, 2019). This goal could be achievable by
involving all employees at every level of the organization, including customers, suppliers, and
other external stakeholders. Seek the opinion and feedback of stakeholders to get feedback on
the potential barriers and concerns that stakeholders may have while also getting to know the
opportunities that can be utilized to shape the strategy and action of the change program. It is
important to ensure everybody is on the same page, to overcome the resistance, and to make
people feel like they belong to the change.
Leadership Support
The facilitator of change at an organizational level should have leadership support as a
critical element. Leaders must demonstrate that they are moving in the same direction as
others. In the process of unfreezing, leaders should state a view of the future that is coherent
and convincing, strengthen trust among the employees, and instill a feeling of urgency regarding
the need for change in the company. The leader's role is crucial in this change stage: to set
expectations, encourage and compensate employees, clarify any hurdles, and improve the
desired behaviors (Lewis, 2019). In the last stage of refreezing, leaders must act as the change
agent to ensure successful implementation, celebrate successes, and integrate the changes into
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the organization's culture. Leadership is vital in times of unrest or resistance since it assists in
rebuilding employee confidence, creating trust, and staying on the right track.
Incremental Change
Lewin's Change Model is heavily based on the notion that change can be realized
gradually by breaking down the more significant change into smaller, more doable parts.
Consequently, achieving the goals is divided into smaller steps, then focusing on these bits to
build momentum and motivation and overcome resistance. At the point of unthawing, the
leaders should identify the manageable points where changes are to be made so that the
organization can shift from the gradual to the radical. Identifying the small goals that are
attainable within a short time frame in the change stage is the main focus of leaders. They want
to allow employees to move ahead while staying on track. In the final and most refining stage,
leaders must always be keen to reinforce the changes and look for further opportunities to
improve the systems, processes, and behaviors.
Comparative Analysis
When comparing Lewin's model of change with other models, such as Kotter's Eight-Step
Model and the ADKAR model, it can be established that each model has a specific approach to
handling or facilitating change initiatives. Lewin's Model is a three-stage comprehensive
approach to organizational change. Still, Kotter's Eight-Step Model is a set of specific steps the
individual leading the change should follow, like creating urgency, building coalitions, and
sustaining momentum. In Kotter's approach, there are more detailed models of change
implementation based on strategic and interpersonal change leadership (Wessel et al., 2021).
Then, ADKAR provides Meaningful Change Management, which encompasses five significant
aspects of successful change adoption. They are awareness and desire, knowledge and ability,
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and finally, reinforcement. The ADKAR Model, much like Lewin's, focuses on the characteristics
of the organization and its processes and is further advanced by a person's readiness and
capacity to embrace change.
The models can be wide-ranging, from one that offers the needed insight into change
management down to a particular establishment, and they all differ in terms of emphasis,
application, and scope. Lewin's Change Model is the first among other change theories to
explain how the change affects the organization overall (Ackerman, 2023). Unlike Kotter's and
ADKAR's models, which are more thorough and depict the steps that can be taken to drive
change at a personal and organizational level, the jumpstart model is only a three-step model
that describes the essential steps to take to drive the change process. A specific perception of
the change characterizes each model, encompassing different areas and directions for engaging
the change (Tidd & Bessant, 2020). By blending different models' inputs and adopting suitable
approaches that can be applied to the particular context and the organization's needs, leaders
can enhance their competence to execute successful change programs and create an
atmosphere of continuous improvement and innovation.
Successful Case 1: Apple Inc. (2001)
In 2001, Apple Inc. had a severe problem. The company was experiencing a decrease in
market share, there was no innovation, and there were internal conflicts. Nevertheless, Steve
Jobs’ visionary leadership propelled Apple to a highly transformative journey that would
eventually change the company and the technology industry. Steve Jobs realized that the
situation demanded a change in the organization's mindset. He, therefore, endeavored to break
the existing organizational culture. He realized that he had to convey a convincing vision that
was equally understood by the employees at all levels of the organization to create a significant
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change. Drawing inspiration from his vision for the future of technology, Jobs articulated a bold
new direction for Apple: to bring about a change in how people engage with technology and
build products that flawlessly blend into their lives.
Jobs was a great communication expert who instilled a sense of passion and
determination in those around him. He successfully used this skill to inform the audience about
the importance of change and the possibilities ahead. Through company-wide meetings,
memos, and presentations, Jobs led the Apple team toward a common goal of innovation,
excellence, and a customer-oriented approach. Jobs exemplified the principle of effective
leadership in Proverbs 29:18, "Where there is no vision, the people perish”. His visionary
leadership was a compass to the employees of Apple, guiding them through the stormy sea of
transformation.
With the organization primed for change, Jobs set out to implement significant
transformations across Apple's product lineup and internal processes. The critical aspect of the
company's transformation was its unwavering commitment and dedication to innovation and
quality. Jobs realized that Apple would need to not only satisfy the existing product needs but
also deliver products that were elegantly designed, aesthetically appealing, and had an intuitive
appeal to recapture market share and differentiate themselves from the competition (Caldwell,
2023). On Jobs’ project management as a result, Apple has rolled out a range of landmark
products that jointly redefined the tech industry. The iPod, which came out in 2001, changed
how people listen to music worldwide by giving them a light and mobile option instead of the
regular MP3 player devices. With the most significant achievement being the release of the
iPod, the company then introduced the iPhone in 2007. The device was to become a benchmark
for the whole smartphone industry and the best-selling product for Apple.
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These new introductions were not just the outcome of chance or fortune; they were the
consequence of making thorough plans, designing, and doing so for years prior. The team,
named Jobs and his staff, moved through the product development process, seeking perfection
in everything they did and changing the design until they reached a balance of form and
function. This accuracy was how Apple eclipsed its rivals and became a trendsetter. This was
how the company was known to have pointed out the industry and a leader. Jobs’ changes were
not limited to developing new products; he also adapted the company's internal processes and
organizational structure. He identified the value of building a culture of creativity and
collaboration that will be driven to be the best while thinking beyond the box.
Assessment of the changes carried through the organization, Jobs turned his attention to
refreezing the new behaviors and processes to make them sustainable for the long term. The
most important part of this is the creation of a culture that will be able to compete even with
jobs being absent. This includes an emphasis on excellence and innovation. Jobs was aware that
just introducing new policies was not going to work. It had to be how the organization was run
that would have to change so that the change would permeate the whole organization. Besides
launching numerous activities to strengthen the newly emerged habits and practices from the
change, he emphasized their importance to society. This involved establishing employee
rewards programs that motivated employees to excel while celebrating teams that had achieved
excellent results for Apple (Endrejat & Burnes, 2024). He led by ensuring everyone could see the
drive and diligence behind Apple's goal. He was driven by an unquenchable thirst for innovation
and quality, and this spirit was contagious to those around him, and they believed that only the
best was good enough.
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Successful Case 2: Microsoft's Cultural Transformation (2014)
In 2014, Satya Nadella held the post of Microsoft's new CEO, who took the company's
control, enabling the pave the way for the company's future. This resulted in much change for
the world's most influential technology firm. Nadella was handed over to a company in a crucial
position because of several predicaments, such as low sales, internal distortion, and a
conventional and narrow-minded culture (Prakash et al., 2021). Although Nadella put empathy,
innovation, and a growth mindset on the culture transformation basis, he had brought the
leadership philosophy as the cornerstone. He was a good spokesperson, representing his vision
for the company's future. He used the platform to demonstrate the need for change and to let
the staff members run the affairs of their departments to promote growth and creativity.
The company had prepared for the change, and now, Microsoft had begun the journey
to turn around its organization's culture. An exemplary practice is the "One Microsoft" strategy
which sought to remove the organizational silos or barriers as well as brought teams together to
achieve a high-impact and cross-cutting collaboration. The modernization strategy changes
Microsoft's structure, promoting greater team integration and cooperation. Thus, the operating
decision-making processes are speedy, and customer centered. Nadella also strongly underlined
the implementation of diversity and inclusion as a significant component of innovation. He
established initiatives across his business arm to widen the breadth and depth of the company's
diversity, covering hiring and retention, hence the Diversity and Inclusion Initiative. By deploying
the different insights and attributes of people with different backgrounds, Microsoft formed a
conducive environment for creativity and innovation.
To ensure the cultural transformation's sustainability and intensification, Nadella aimed
to strengthen the impulses and embed the changes into the organization structure. Along with
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it, Microsoft made use of cultural training programs to teach employees to develop skills and
acquire a new mindset that would help them fit in. These programs gained networks with
empathy, collaboration, and adaptability as critical routes to innovation and prosperity. Nadella
also implemented new performance metrics and goals aligned with the company's visions and
values. Recognizing behaviors that demonstrated the necessary cultural norms celebrated
change and made the innovation receive acceptability at each level of the organization.
Failure Case: Blockbuster LLC - Failure to Adapt to Digital Disruption (Year: 2000s)
In the first years of the 2000s, Blockbuster Inc., a video rental business ruling the
industry, went through a vast decrease and bankruptcy because of its incapability to keep up
with the market changes. Blockbuster's failure to adapt to the changing market environment
and lack of innovation led to its downfall, and it now serves as a warning against resisting
change and failing to innovate in the face of shifting customer tastes and new technologies (Tidd
& Bessant, 2020). At the beginning of the millennium, Blockbuster was a company recognized by
everyone, with thousands of stores worldwide. It represented the ultimate convenience for
movie lovers. Conversely, although Blockbuster had a strong presence, it needed to prepare for
the disruptive nature of digital technology in the entertainment industry. The crucial factor of
the unfreezing phase is the precondition for the change that needs to be added to Blockbuster's
strategy. There was a leadership-level mistake not to foresee the necessity for adaptation and to
communicate appropriately with stakeholders about the coming changes in consumer behavior.
Blockbuster's management remained in a state of complacency, believing that the core
of their business model was based on the now outdated physical stores and late fees, which
would continue to provide profit. Proverbs 29: 18 states, "Where there is no vision, the people
perish," the leader is reminded of the need for visionary leadership in guiding organizations
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through times of change (NKJV). Blockbuster's management needed to be more forward-looking
to foresee and adjust to the disruptive forces that were changing the entertainment industry,
leading the company to decline. Besides, the mindset was a severe obstacle to change since it
needed to allow the company to recognize emerging digital distribution and streaming services
trends. Without the sense of urgency or the awareness of the necessity of change, Blockbuster's
business became like a ship without a rudder in the turbulent waters of technological
disruption.
As Blockbuster's rivals, for instance, Netflix and DVD-by-mail services, began to
significantly impact the market with their innovative business models based on online streaming
and mail, the inability of Blockbuster to respond to the market changes became apparent. Here,
the transformational period, where breakthrough tactics were used to cause change, was
absent in Blockbuster's response. Instead of preemptively deploying resources to upgrade the
digital infrastructure and pursue cooperation with the new streaming platforms, Blockbuster
kept focusing on its primary income source, the retail business (Espindola & Wright, 2021). The
company miscalculated when it needed to use its agility to reorient its business model in line
with the volatile consumer patterns, which was its downfall. Besides that, the curve of
Blockbusters was also a result of internal resistance and inertia. Employees became used to the
prevailing way of doing things in the organization, they did not want to change the established
custom and embrace new technologies or ways of doing business.
The inability of Blockbuster to cope with the changes forced by the market and the
impropriety of addressing the problem it faced when making the required adjustments indicates
that it arrived too late. The refreezing phase, which means trying to stick with and develop
innovations within the enterprise, should have been Blockbuster's objective rather than failing.
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Yet Blockbuster faced an uphill task in attempting to launch an online rental service that had
been found wanting. It was also too late for digital distribution. The business's attempts were
seen as reactive rather than revolutionary, which, in the minds of consumers, decreased their
trust and led to a reduction in market share. The inability of Blockbuster to adapt to the changes
was due to a lack of strategic foresight and failure to learn from the errors of the past. The
company failed to create a culture of innovation and changeability, but it preferred to stick to
the old ways of doing business and strategies. Hence, Blockbuster couldn't bounce back in an
industry that had already outgrown its traditional confinements.
Conclusion:
Lewin's Change Model is a framework of guidance to realize organizational
transformation effectively. This particular course can be helpful during the transition process
because it evaluates the key aspects of change management such as change readiness,
implementation, and cultural integration. Interaction with stakeholders, communication,
leadership support, change step-by-step, and cultural fit of organizations are among the other
necessary elements for the transformation plan to be successful. While the examples of Apple,
Inc., Microsoft, and Blockbuster, Inc. indicate that the leadership, vision, and adaptability of the
management team are the key considerations that determine whether change projects are
successful or failed, these cases also illustrate how important leadership, vision and adaptability
of the management team are in determining whether change projects are successful or failed.
ORGANIZATIONAL CHANGE: CASE STUDIES 15
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