employees will try to revert to the previous state of equilibrium. The objective of refreez-
ing, then, is to stabilize the new situation by balancing the driving and restraining forces.
How could the oil company’s management refreeze its consolidation change? It could
systematically replace temporary forces with permanent ones. For instance, management
might impose a new bonus system tied to the specific changes desired. The formal rules
and regulations governing behaviour of those affected by the change could also be revised
to reinforce the new situation. Over time, of course, the work group’s own norms will
evolve to sustain the new equilibrium. But until that point is reached, management will
have to rely on more formal mechanisms. The Working With Others Exerciseon page 360
gives you the opportunity to identify driving and restraining forces for another company
experiencing problems with change and to make some recommendations for change.
A key feature of Lewin’s three-step model is its conception of change as an episodic
activity, with a beginning, a middle, and an end. However, the structure of today’s work-
places requires change to take place as an ongoing, if not chaotic, process. Certainly
the adjustment that companies have made to the realities of e-commerce indicates a
more chaotic change, rather than a controlled and planned change.Kotter’s Eight-Step Plan for Implementing Change
John Kotter, professor of leadership at Harvard Business School, built on Lewin’s three-
step model to create a more detailed approach for implementing change.^48
Kotter began by listing common failures that occur when managers try to initiate
change. These include the inability to create a sense of urgency about the need for
change; failure to create a coalition for managing the change process; the absence of a
vision for change and to effectively communicate that vision; not removing obstacles that
could impede the achievement of the vision; failure to provide short-term and achiev-
able goals; the tendency to declare victory too soon; and not anchoring the changes in
the organization’s culture.
Kotter then established eight sequential steps to overcome these problems. These
steps are listed in Exhibit 10-8.
Notice how Exhibit 10-8 builds on Lewin’s model. Kotter’s first four steps essentially
represent the “unfreezing” stage. Steps 5 through 7 represent “moving.” The final step
works on “refreezing.” Kotter’s contribution lies in providing managers and change
agents with a more detailed guide for implementing change successfully.348 Part 4Sharing the Organizational Vision
EXHIBIT 10-8 Kotter’s Eight-Step Plan for Implementing Change- Establish a sense of urgency by creating a compelling reason for why change is needed.
- Form a coalition with enough power to lead the change.
- Create a new vision to direct the change and strategies for achieving the vision.
- Communicate the vision throughout the organization.
- Empower others to act on the vision by removing barriers to change and encouraging risk-taking and creative
problem solving. - Plan for, create, and reward short-term “wins” that move the organization toward the new vision.
- Consolidate improvements, reassess changes, and make necessary adjustments in the new programs.
- Reinforce the changes by demonstrating the relationship between new behaviours and organizational success.
Source:Based on J. P. Kotter, Leading Change(Boston: Harvard Business School Press, 1996).