Compare Lewin's three-step change model with Kotter's 8-step framework. Learn the strengths, limitations, and when to use each for organizational transformation.
"If you truly want to understand something, try to change it. A successful change includes three aspects: unfreezing the present level, moving to the new level, and freezing group life on the new level." — Kurt Lewin, Frontiers in Group Dynamics (1947)
What if the most influential change management model ever published was never actually what its creator intended—and the model that replaced it contains elements built on this misunderstanding?
Kurt Lewin's three-stage "unfreeze–change–refreeze" model and John Kotter's eight-step change framework represent two of the most influential organizational change theories ever developed. While Lewin's model emphasizes the psychological and group dynamics underlying change, Kotter's approach provides detailed, step-by-step guidance for large-scale organizational transformation.
Both models have merit—and significant limitations. Understanding their origins, empirical evidence, and appropriate applications is essential for leaders navigating organizational change.
Unfreeze: The first stage involves creating dissatisfaction with the status quo. Lewin believed that for change to occur, people must first recognize that the current state is unsustainable. This stage requires leaders to establish driving forces for change that exceed restraining forces (resistance, fear, habit).
Change (Movement): In this stage, individuals and groups move toward new behaviors, processes, or mindsets. Rather than a single event, change is a process of experimentation, learning, and gradual adoption of new approaches.
Refreeze: The final stage involves cementing new behaviors into the organizational culture so that the change becomes the new normal. Without deliberate refreezing through reinforcement, recognition, and integration into policies and systems, people typically revert to old habits.
M&A Integration (2025 Sri Lankan Study, N=380 employees): A structural equation modeling analysis found strong support for the unfreezing→change→refreezing pathway:
Communication → Training: β = 0.800, p < .001
Training → Leadership: β = 1.062, p < .001
Training → M&A Performance: β = 0.819, p < .001
Leadership → M&A Performance: β = 0.459, p < .05
Healthcare Change (38 studies meta-analysis): Lewin's model was applied in 11 studies with notable successes: Paediatric trauma center reduced non-surgical trauma admissions from 30% to 3% over 3.5 years. Medical/surgical shift report increased patient satisfaction from 75% to 87.6%.
Step 1: Create a Sense of Urgency. Establish compelling reasons for change by identifying and communicating external threats or internal opportunities.
Step 2: Build a Guiding Coalition. Assemble a team of respected leaders and influential figures who will champion the change.
Step 3: Formulate a Strategic Vision. Develop a clear, compelling vision of the desired future state.
Step 4: Enlist a Volunteer Army. Communicate the vision broadly and recruit employees across all levels to champion and implement change.
Step 5: Enable Broad-Based Action. Remove obstacles preventing implementation—structural barriers, skill gaps, and resistant individuals.
Step 6: Generate Short-Term Wins. Create and celebrate visible successes early to build momentum and maintain morale.
Step 7: Consolidate Gains and Produce More Change. Use short-term victories to build credibility for larger, more ambitious changes.
Step 8: Anchor New Approaches in Culture. Institutionalize changes through cultural shifts, leadership succession, and new behavioral norms.
Healthcare Implementation (38 studies meta-analysis): Kotter's model was the most commonly applied methodology in healthcare research—19 studies used Kotter's model compared to 11 using Lewin's. Organizations applying more comprehensive Kotter implementation reported successful change outcomes significantly more often than those using partial implementation.
Change Initiative Success Rates: Research on organizational change found that 70% of change initiatives fail. Using Kotter's model does not guarantee success—success depends on other factors beyond model application. The most significant finding was that models providing stages or steps enabled leaders to create "goal posts" and moments of celebration, which maintained momentum.
Conceptual Simplicity: Lewin offers 3 stages; Kotter provides 8 detailed steps. Time to Implement: Lewin is faster and more flexible; Kotter requires longer, more structured implementation.
Organizational Scope: Lewin is effective for small-to-medium change; Kotter is designed for large-scale transformation. Psychological Foundation: Lewin has strong grounding in group dynamics and field theory; Kotter focuses more on leadership and vision.
The Relationship Between Models: Kotter's eight steps align with and elaborate upon Lewin's foundational framework. Lewin's "Unfreezing" maps to Kotter's Steps 1-3. Lewin's "Changing" maps to Kotter's Steps 4-6. Lewin's "Refreezing" maps to Kotter's Steps 7-8. Rather than competing frameworks, Kotter's model can be viewed as a more detailed specification of Lewin's three phases.
Use Lewin's Model When: Rapid, focused change is needed; small-to-medium organizational units are undergoing transformation; psychological and group dynamics are central to the challenge; resources are limited and you need a lightweight framework; change is relatively incremental rather than transformational.
Use Kotter's Model When: Large-scale organizational transformation involving multiple business units/levels; leadership alignment and vision are critical prerequisites; long-term, sustained change is required; cross-functional complexity requires explicit coordination; change resistance is significant and requires comprehensive management tactics.
Over 75 years after Lewin's original work and nearly 30 years since Kotter's framework was published, both models remain influential because they address fundamental truths about organizational change.
Lewin's core insight remains valid: Change requires unfreezing existing mindsets, moving to new states, and refreezing to ensure sustainability. Kotter's elaboration adds value: Large-scale change requires leadership attention, detailed planning, communication, and cultural integration that Lewin's framework doesn't specify. The most sophisticated approach recognizes that both models offer complementary insights.
Organization Learning Labs offers change readiness assessments, leadership coaching, and change implementation frameworks designed to combine the psychological insights of Lewin with the practical guidance of Kotter. Contact us at research@organizationlearninglabs.com.
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin's legacy. Human Relations, 69(1), 33–60.
Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59–67.
Lewin, K. (1947). Frontiers in group dynamics. Human Relations, 1(1), 5–41.
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