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Lewin’s theory of change states that every behavior or outlook rests in a state of cessation because of the actions of forces that push for and resist any change that causes a stability within the behavior or attitude at rest. This change can both cause insistence or non-instance which might cause or change what is maintained. According to Lewin’s theory, when the restrictive forces are high among members or organizations, the commitment level is very low and thus change is not permanent. Lewin had a three-step process for making change successful within an organization. These processes are unfreezing, moving to a new level, and refreezing of behavior at the new level. Essentially, unfreezing simply means, destabilizing the balance within the organization, by making the employees or organization understand that there is a need for change. Making the organization understand the necessity of the change is a key element that allows flexibility within this stage to help aid in the adaptability and incorporating process. For the change to occur, there needs to be an issue that is recognized. Hence, there is an opportunity within that situation. Based on Lewin’s three step process in change, Ford and Geer also made same assertion with respect to these three change processes.
The second change process is the movement into a new level. Ford and Geer indicated that for the second process to be successful, at least some old ways relating to the current status quo would have to be eliminated for new implantation of change to be included. Ford and Geer went further to make these two theories that stated as implementation progresses, the level of change is extremely high. A high rate of execution of the movement into another
