During Lewin's Refreezing Stage Managers Should

The refreezing stage in Kurt Lewin's Change Management Model isn't about simply returning to the old ways or freezing things as they were. It's about solidifying the new state, making it the norm, and ensuring that the changes become permanent and ingrained in the organization's culture. During this crucial phase, managers play a pivotal role in reinforcing the new behaviors, processes, and attitudes necessary for sustained success.

Understanding Lewin's Change Management Model

Before delving into the specific responsibilities of managers during the refreezing stage, let's briefly recap Lewin's three-stage model:

• Unfreezing: This initial stage involves preparing the organization for change. It entails recognizing the need for change, communicating the vision, and dismantling the existing mindset that resists transformation. This might involve explaining the reasons behind the change, highlighting the potential benefits, and addressing any concerns or anxieties employees may have.
• Changing: This is the implementation phase, where the actual changes are rolled out. It requires clear communication, effective training, and ongoing support to guide employees through the transition. This stage is often characterized by experimentation, learning, and adjustments as the organization adapts to the new ways of working.
• Refreezing: This final stage focuses on solidifying the changes and making them a permanent part of the organization's culture. It involves reinforcing the new behaviors, providing feedback, and celebrating successes to ensure that the changes are sustained over time.

The Crucial Role of Managers in the Refreezing Stage

The refreezing stage is not a passive process. It requires active involvement from managers at all levels to ensure the changes are truly embedded and don't gradually revert to the old ways. Here are some key responsibilities of managers during this phase:

1. Reinforcing the New Behaviors and Processes

The most fundamental task of managers during refreezing is to actively reinforce the new behaviors and processes that have been implemented. This means consistently recognizing and rewarding employees who demonstrate the desired behaviors, while also addressing any deviations or resistance.

• Consistent Application: Ensure that the new processes are consistently applied across all teams and departments. Any inconsistencies can lead to confusion and undermine the overall change effort.
• Positive Reinforcement: Use positive reinforcement techniques, such as praise, recognition, and rewards, to encourage employees to adopt the new behaviors. This can be as simple as acknowledging their efforts in team meetings or providing more formal recognition through performance evaluations.
• Addressing Deviations: When employees revert to old behaviors or resist the new processes, address the issue promptly and constructively. This may involve providing additional training, coaching, or mentoring to help them understand the new expectations and develop the necessary skills.
• Leading by Example: Managers must embody the new behaviors and processes themselves. They must be role models for their teams, demonstrating their commitment to the change and inspiring others to follow suit.

2. Providing Ongoing Feedback and Support

Change is rarely a smooth and linear process. Employees may encounter challenges or have questions as they adapt to the new ways of working. Managers must provide ongoing feedback and support to help them navigate these challenges and stay on track.

• Regular Check-ins: Schedule regular check-ins with team members to discuss their progress, address any concerns, and provide feedback on their performance. These check-ins can be informal one-on-one meetings or more structured performance reviews.
• Constructive Feedback: Provide specific and constructive feedback that focuses on both strengths and areas for improvement. Help employees understand how their actions contribute to the overall success of the change initiative.
• Active Listening: Listen actively to employees' concerns and perspectives. Acknowledge their feelings and provide empathetic support to help them overcome any challenges they may be facing.
• Resource Availability: Ensure that employees have access to the resources they need to succeed, such as training materials, tools, and support staff. Remove any obstacles that may be hindering their progress.

3. Institutionalizing the Changes in Policies and Procedures

To ensure that the changes become truly ingrained in the organization's culture, they must be formalized in policies and procedures. This provides a clear framework for how things are done and helps to ensure consistency and accountability.

• Updating Documentation: Update all relevant policies, procedures, and training materials to reflect the new processes and behaviors. Ensure that these documents are easily accessible to all employees.
• Integrating into Performance Management: Incorporate the new behaviors and processes into performance management systems. This sends a clear message that these changes are important and will be evaluated as part of employees' overall performance.
• Aligning with Organizational Goals: Ensure that the new policies and procedures are aligned with the organization's overall goals and objectives. This helps to demonstrate the value of the changes and reinforces their importance.
• Consistent Enforcement: Consistently enforce the new policies and procedures. This helps to create a culture of accountability and ensures that everyone is held to the same standards.

4. Celebrating Successes and Recognizing Achievements

Celebrating successes and recognizing achievements is a powerful way to reinforce the new behaviors and motivate employees to continue embracing the change. It also helps to create a sense of momentum and build confidence in the organization's ability to adapt and thrive.

• Highlighting Milestones: Celebrate key milestones and achievements along the way. This could be as simple as acknowledging a team's success in implementing a new process or recognizing an individual's outstanding contribution to the change effort.
• Public Recognition: Provide public recognition for employees who have embraced the changes and demonstrated the desired behaviors. This could be through team meetings, company newsletters, or award ceremonies.
• Sharing Success Stories: Share success stories that illustrate the positive impact of the changes. This helps to demonstrate the value of the changes and inspire others to follow suit.
• Rewarding Performance: Reward employees who have consistently demonstrated the new behaviors and achieved outstanding results. This could be through bonuses, promotions, or other forms of recognition.

5. Monitoring and Evaluating the Changes

The refreezing stage is not a one-time event. It requires ongoing monitoring and evaluation to ensure that the changes are truly effective and sustainable. This involves tracking key metrics, gathering feedback from employees, and making adjustments as needed.

• Tracking Key Metrics: Identify key metrics that will be used to track the progress of the change initiative. These metrics should be aligned with the organization's overall goals and objectives.
• Gathering Feedback: Regularly gather feedback from employees on their experiences with the new processes and behaviors. This could be through surveys, focus groups, or individual interviews.
• Analyzing Data: Analyze the data collected to identify any trends or patterns. This will help to identify areas where the changes are working well and areas where adjustments may be needed.
• Making Adjustments: Based on the data and feedback gathered, make adjustments to the implementation plan as needed. This may involve refining the processes, providing additional training, or addressing any concerns raised by employees.

6. Fostering a Culture of Continuous Improvement

Ultimately, the goal of the refreezing stage is not just to solidify the current changes, but also to foster a culture of continuous improvement. This means creating an environment where employees are encouraged to identify opportunities for improvement and to experiment with new ideas.

• Encouraging Innovation: Encourage employees to identify opportunities for improvement and to experiment with new ideas. This could be through brainstorming sessions, suggestion boxes, or innovation challenges.
• Providing Resources for Experimentation: Provide employees with the resources they need to experiment with new ideas. This could include funding, training, or access to experts.
• Celebrating Learning: Celebrate learning from both successes and failures. This helps to create a culture where employees are not afraid to take risks and to learn from their mistakes.
• Embedding Learning into Processes: Embed learning from experiments into the organization's processes and procedures. This ensures that the organization is constantly evolving and improving.

7. Addressing Resistance to Change

Even after the initial implementation phase, some employees may continue to resist the changes. Managers must be prepared to address this resistance and to help employees overcome their concerns.

• Understanding the Root Cause: Try to understand the root cause of the resistance. Are employees concerned about the impact of the changes on their jobs? Do they lack the skills or knowledge needed to succeed in the new environment?
• Communicating the Rationale: Clearly communicate the rationale for the changes and the benefits they will bring to the organization. Help employees understand why the changes are necessary and how they will contribute to the organization's success.
• Providing Training and Support: Provide additional training and support to employees who are struggling to adapt to the changes. This can help them develop the skills and knowledge they need to succeed.
• Involving Employees in the Process: Involve employees in the process of implementing and refining the changes. This can help them feel more ownership of the changes and reduce their resistance.
• Addressing Concerns Directly: Address any concerns raised by employees directly and honestly. Be willing to listen to their perspectives and to address their concerns.

Common Mistakes to Avoid During the Refreezing Stage

Even with the best intentions, managers can sometimes make mistakes during the refreezing stage that can undermine the entire change effort. Here are some common mistakes to avoid:

• Premature Celebration: Celebrating success too early before the changes are truly embedded can lead to complacency and a reversion to old behaviors.
• Lack of Follow-Through: Failing to follow through on commitments and promises can erode trust and undermine the credibility of the change initiative.
• Ignoring Resistance: Ignoring resistance to change can allow it to fester and grow, ultimately sabotaging the entire effort.
• Inconsistent Application: Applying the new processes and procedures inconsistently can lead to confusion and undermine the overall change effort.
• Lack of Communication: Failing to communicate effectively about the progress of the change initiative can leave employees feeling uninformed and disengaged.
• Micromanagement: Micromanaging employees can stifle creativity and innovation and undermine their sense of ownership.
• Neglecting Training: Neglecting to provide adequate training and support can leave employees feeling unprepared and unable to succeed in the new environment.

Examples of Managerial Actions in the Refreezing Stage

To further illustrate the role of managers during the refreezing stage, here are some specific examples of actions they can take:

• A sales manager implements a new CRM system: During refreezing, the manager holds weekly meetings to review how the team is using the CRM, offering tips and troubleshooting any issues. They also highlight successful use cases and reward team members who are effectively leveraging the system to improve sales.
• A manufacturing plant adopts a new lean manufacturing process: During refreezing, the plant manager regularly walks the floor, observing the new processes and providing feedback to employees. They also track key metrics, such as production output and defect rates, and use this data to identify areas for improvement.
• An HR department implements a new performance management system: During refreezing, the HR manager conducts training sessions to help managers understand how to use the new system effectively. They also provide ongoing support and answer any questions that managers may have.
• A software development team adopts an Agile methodology: During refreezing, the team lead facilitates daily stand-up meetings to track progress and identify any roadblocks. They also encourage team members to share their learnings and best practices.

The Importance of Leadership in the Refreezing Stage

While managers play a critical role in the refreezing stage, effective leadership is also essential. Leaders must provide a clear vision for the future, inspire employees to embrace the changes, and create a culture of continuous improvement.

• Communicating the Vision: Leaders must clearly communicate the vision for the future and how the changes will help the organization achieve its goals. This helps to inspire employees and to motivate them to embrace the changes.
• Building Trust: Leaders must build trust with employees by being transparent, honest, and consistent in their actions. This helps to create a culture of trust and collaboration.
• Empowering Employees: Leaders must empower employees to take ownership of the changes and to contribute their ideas and expertise. This helps to create a sense of ownership and accountability.
• Recognizing and Rewarding Performance: Leaders must recognize and reward employees who have embraced the changes and achieved outstanding results. This helps to reinforce the new behaviors and to motivate employees to continue striving for excellence.
• Leading by Example: Leaders must lead by example and demonstrate their commitment to the changes. This helps to inspire employees and to encourage them to follow suit.

Conclusion: Solidifying Change for Long-Term Success

The refreezing stage is a critical component of Lewin's Change Management Model. It's not about freezing the past, but about solidifying the new present and building a foundation for a successful future. During this phase, managers must actively reinforce new behaviors, provide ongoing feedback and support, institutionalize changes in policies and procedures, celebrate successes, monitor and evaluate the changes, foster a culture of continuous improvement, and address resistance to change. By embracing these responsibilities, managers can ensure that changes are truly embedded in the organization's culture and that the benefits are sustained over the long term. They are the crucial link in transforming a temporary shift into a permanent, positive evolution for the organization.