Leading and Managing Change
When you’ve got a particular change goal in mind
See also our resources on: Adaptive versus Technical Change and Triple Loop Learning in New Thinking Required ; Understanding Change- what happens to us and others when we’re hit with change; Organisational Development - Change Models
1. Lewin’s Three-Stage Model (1947)
Kurt Lewin’s three-stage model of change likens it to changing an ice cube into a different shape through unfreezing, changing and refreezing. Change begins with disrupting the status quo, then introducing new behaviours/ways of working, and finally stabilising them.
Kurt Lewin’s classic approach to managing change
Unfreezing: The initial phase involves dismantling existing mindsets or structures, a prerequisite for overcoming inertia. Those involved come to recognise the need for something to change; it involves examining the status quo, increasing the drivers for change and decreasing the resistance to change;
Change : Next comes the transformative period, marked by uncertainty and transition, where old ways are replaced with new paradigms. New ideas are tested and new ways of working emerge; and
Refreezing: Finally, the "refreeze" stage crystallizes the new norm, fostering comfort and stability. New behaviours, skills and attitudes are stabilised and commitment to change is achieved.
For change to occur, there must be an “unfreezing” or disruption to the current comfort zone. And the desired new state has to then be reshaped, held in place, and “refrozen”.
Why useful: It’s simple and foundational—many later models build on it.
2. Change Occurs when A + B + C > D
The original “Formula for Change” was described by David Gleicher in the 1960s; then in the 1980s by organisational theorists Richard Beckhard and Reuben T. Harris, and later in the 1990s by Kathie Dannemiller.
A. People won’t change unless they are dissatisfied. So many change efforts fail because people are actually ok with the way things are. Change begins by galvanising people’s discontent with the way things are i.e. “rub raw the wounds of discontent”.
Cartoons by Ron Tanberg
B. Then contrast what is not working with a shared vision of a desirable future that everyone wants. e.g. The Israelites were slaves in Egypt. Moses described a picture of the promised land flowing with milk and honey.
C. People also need to know what the next steps are that will take them towards the desired future. e.g. Moses instructed the Israelites to prepare for a swift, yet organised departure by following specific Passover preparations and packing quickly for their journey, including taking their unleavened dough and other belongings.
D. People have to see that the benefits of leaving or changing their current unsatisfactory situation, outweigh the cost of changing i.e. that it is going to be worth it. All change involves loss or leaving behind something, even if its fond memories. There is always some cost of change.
Why useful: It’s a simple tool to use when you want to make a change. As a leader you may see the benefits of changing something. However, if those affected are not dissatisfied with the current situation, they will resist. It is useful to ask yourself as a leader: A: Are people dissatisfied with the current situation? B: Have you clearly painted the picture of what the new setup will be like? C: Is everyone clear on what is going to happen next and what steps they need to take? And finally, D: Have you made clear why the change will be better i.e. what’s in it for them?
So the level of Dissatisfaction + shared Vision + clear First Steps must outweigh the level of Resistance or Cost of changing.
3. Kotter’s 8-Step Change Model (1996)
Harvard professor and change management expert John Kotter created the 8-step process for leading change. Kotter’s theory focuses primarily on the people involved in a change process and their psychology. He divides it into eight steps:
John Kotter’s The 8 Steps for Leading Change
Create a sense of urgency. Motivate people to act.
Build a guiding coalition of committed people to guide, coordinate, and communicate activities.
Form A Strategic Vision. Clarify how the future will be different from the past and get buy-in for how you can make that future a reality through initiatives linked directly to the vision.
Enlist a volunteer army. Large-scale change can only occur when massive numbers of people rally around a common opportunity. At an individual level, they must want to actively contribute.
Enable action by removing barriers. Remove the obstacles that slow things down or create roadblocks to progress. Clear the way for people to innovate, work more nimbly across silos, and generate impact quickly.
Generate Short-Term Wins. Wins are the molecules of results. They must be recognized, collected, and communicated – early and often – to track progress and energize volunteers to persist.
Sustain Acceleration. Press harder after the first successes. Your increasing credibility can improve systems, structures and policies. Be relentless with initiating change after change until the vision is a reality.
Institute Change. Articulate the connections between new behaviors and organizational success, making sure they continue until they become strong enough to replace old habits.
Why useful: Widely used in organisations; highlights leadership, communication, and culture.
4. Resistance to Change Model
Maurer (1996, expanded in Beyond the Wall of Resistance) identifies three levels of resistance that leaders need to recognise and address differently:
The Maurer 3 Levels of Resistance and Change Model
Level 1 — “I Don’t Get It”
Nature of resistance: Rational/cognitive objections. People don’t understand the change, disagree with the evidence, or are simply confused.
Leader mistake: Assuming all resistance is Level 1 and overloading people with more data, logic, and PowerPoint slides.
Approach: Provide clear, tailored explanations, ensure transparency of information, and invite questions.
Level 2 — “I Don’t Like It”
Nature of resistance: Emotional resistance, often rooted in fear of loss (status, face, control, comfort). It can provoke fight-or-flight reactions.
Impact: Emotions block rational thinking, reduce trust, and can paralyse communication.
Approach: Acknowledge fears, show empathy, highlight benefits, and actively engage people in shaping the change.
Level 3 — “I Don’t Like You”
Nature of resistance: Relational/personal — distrust of the leader, organisation, or past experiences. Even if people understand and accept the idea, they resist who is leading it.
Impact: Deep mistrust can make resistance entrenched and toxic.
Approach: Rebuild trust by demonstrating honesty, following through on promises, investing in relationships, and sharing power where possible.
Maurer’s Guidance for Overcoming Resistance
Make a compelling case for change: Show why it matters, beyond slogans.
Tailor communication: Adapt to different audiences’ needs and learning styles.
Emphasise benefits and engage employees: People support what they help create.
Build trust: Be consistent, keep commitments, and listen actively.
Stay open to feedback: Adapt and refine the change based on input.
Why it’s useful for leaders
Reminds leaders that resistance is not the enemy — it’s often a signal of poor communication, weak trust, or unaddressed fears.
Equips leaders with a diagnostic lens to identify which level of resistance they’re facing and respond appropriately.
Encourages humility: leaders must look at their own credibility and relationships, not just “fix” employees.
5. Nudge Theory (Thaler & Sunstein, 2008)
Outlined in their book Nudge: Improving Decisions About Health, Wealth, and Happiness, Richard Thaler and Cass Sunstein argue that people’s decisions are often shaped by choice architecture—the way options are presented. Instead of relying on commands, penalties, or heavy persuasion, leaders can design environments that nudge people toward better choices without removing freedom.
Core Idea
People are not perfectly rational decision-makers. They rely on shortcuts, habits, and biases.
Subtle changes in context (the way choices are structured) can significantly influence behaviour.
A nudge is any aspect of the choice architecture that alters behaviour predictably without forbidding options or significantly changing economic incentives.
Key Principles of Nudges
Defaults matter: People tend to stick with default settings (e.g., opt-out option rather than opt-in).
Simplify choices: Too many options can overwhelm; fewer, clearer choices guide better outcomes.
Use social proof: People are influenced by what others do (“90% of guests reuse their towels”).
Highlight consequences: Make the cost/benefit of choices visible and immediate.
Make good choices easy: Place fruit at eye level rather than banning junk food.
Leadership Application
Leaders can encourage positive behaviours by redesigning processes, policies, or environments in subtle but powerful ways.
Example: Instead of mandating wellbeing programs, make participation the easy, default option.
Nudges are especially effective where compliance and motivation are low, but freedom of choice is important.
Criticisms & Cautions
Can be seen as paternalistic (“libertarian paternalism” is the authors’ phrase).
Effectiveness depends on trust — if employees sense manipulation, nudges backfire.
Works best when combined with transparent communication, not as a replacement for it.
Why Useful for Leaders
Provides a non-coercive way to influence behaviour.
Can be applied in everyday organisational life: onboarding, health & safety, ethics, sustainability, or workplace culture.
Emphasises designing systems rather than trying to “fix” people.
Why Change efforts most often fail:
Photo by Jared Erondu on Unsplash
Error # 1: Not establishing a great enough sense of urgency
Error # 2: Not Creating a Powerful Enough Guiding Coalition
Error # 3: Lacking a Vision
Error # 4: Under-communicating the Vision by a Factor of Ten
Error #5: Not Removing Obstacles to the New Vision
Error #6: Not Systematically Planning For and Creating Short-Term Wins
Error #7: Declaring Victory Too Soon
Error #8: Not Anchoring Changes in the Corporation’s Culture
From “Leading Change: Why Transformation Efforts Fail” by John P Kotter(1995)
Summary Thoughts
1. Have a good reason for making the change
Changes that impact a lot of people are usually not fun. Take them seriously. Make sure you understand why you are making the change and that it is necessary.
2. Involve people in the change
Involvement reduces resistance and gives a sense of control. Ask for opinions and input using surveys, focus groups, and polls.
3. Put a respected person in charge
Each change needs a leader. Select someone who is seen in a positive light by the group.
4. Create transition management teams
Use a cross-section of your group to plan, anticipate, troubleshoot, and coordinate change efforts.
5. Provide training in new values and behaviour
Help people understand the 'new way' and why it is more desirable. Training builds unity and reinforces new skills.
6. Bring in outsider help
Sometimes outsider voices carry more weight and can reinforce the direction you want to go.
7. Establish symbols of change
Use newsletters, logos, slogans, or recognition events to celebrate and reflect the change.
8. Acknowledge and reward people
Recognise the achievements, struggles, and sacrifices of those who made the change possible.