Lewin's Change Model explains how unfreezing, moving, and refreezing guide organizational change

Lewin's Change Model in Talent Development: Unfreezing, Moving, Refreezing

Change isn’t some distant project label for talent development teams. It’s the daily muscle we use to help people grow, adapt, and perform at their best. One timeless framework that keeps change practical and humane is Kurt Lewin’s three-stage model: unfreezing, moving, and refreezing. It’s simple, but when you apply it thoughtfully, it helps you guide learning initiatives in a way that sticks.

If you’ve ever felt like a big change fizzled after the initial buzz, you’ll appreciate how this model keeps you grounded. It reminds us that change isn’t just about new tools or new processes—it’s about shifting mindsets, practices, and everyday habits. Let’s walk through the three stages and see how they fit into talent development in real life.

Unfreezing: creating readiness for change

Here’s the thing about change: people don’t leap eagerly into the unknown just because we tell them to. They rise up when they sense a reason to move. That’s the core of the unfreezing stage. The goal is to make the current way feel less reliable and to spark a perception that something better lies ahead.

Key ideas in unfreezing:

• Build awareness of the need for change. This isn’t about greasing the wheels with slogans; it’s about showing data, stories, and consequences of staying the same. Think of metrics like skills gaps, turnover costs, or lost opportunities.

• Break down the status quo. You’re not overthrowing a dictatorship; you’re inviting people to rethink routines, tools, and collaboration patterns. Acknowledge what’s working and what isn’t.

• Address resistance head-on. Expect concerns. Offer listening sessions, pilots with safe feedback loops, and transparent plans. Resistance often signals something important—don’t silence it, address it.

• Create a sense of urgency, but keep it human. Urgency isn’t fear—it’s clarity about why this change matters to people’s day-to-day work and to the organization’s future.

Practical moves you can try:

• Host short town-hall style updates to explain the “why” behind a shift in learning platforms, coaching methods, or performance metrics.

• Share concrete success stories from early adopters and how the change helped them, not just the bottom line.

• Involve front-line managers early. Their buy-in matters most because they empower teams to try new approaches.

A real-world nudge: imagine your company wants to pair microlearning with formal training to boost retention. In unfreezing, you’d map out the gaps that microlearning aims to close, present simple data on engagement, and invite feedback from teams who’ll actually use the modules. The aim is to make the current approach feel incomplete, not fundamentally wrong.

Moving: the transition in action

Moving is the heart of Lewin’s model. It’s the phase where change gets lived. People start using new tools, adopting new behaviors, and testing unfamiliar workflows. This is where communication, coaching, and visibility matter most.

What moving looks like in talent development:

• Implement new learning approaches, platforms, or measurement methods.

• Reorganize teams or roles to align with the new direction.

• Introduce pilots, experiments, and quick wins to demonstrate value and reduce fear of the unknown.

What helps during the transition:

• Strong sponsorship. Leaders who model the change and keep a steady message are anchors for the team. They answer “what’s in it for me?” in a practical way.

• Clear, frequent communication. Share progress, celebrate small wins, and be honest about setbacks. People read signals; they want to know you’re steering the ship, not dropping anchor.

• Hands-on support. Coaching, mentoring, and on-the-job guidance shorten the learning curve. Create buddy systems or peer learning circles so people learn from each other.

• Training that sticks. Rather than one-off workshops, blend bite-size modules with real tasks. Tie learning to real work—like applying a new feedback framework in a quarterly review.

A practical example: roll out a new leadership development program across departments. During moving, you’d train facilitators, pilot key sessions, collect feedback, and adjust the curriculum. You’d also set up a simple dashboard to track usage, confidence in applying new leadership norms, and early behavioral change indicators.

Important nuance: moving isn’t about perfection on day one. It’s about momentum and learning in motion. Missteps are normal; missteps are data, not defeats. The aim is to keep moving forward while listening closely to what people tell you they need.

Refreezing: making the change stick

The final stage is often the trickiest. If the new way isn’t embedded, old habits tend to creep back in. Refreezing is all about stabilizing the change so it becomes part of the fabric—how teams operate, how decisions get made, and how success is measured.

Key elements of refreezing:

• Solidify new practices into culture and policy. Update standard operating procedures, job descriptions, and performance criteria to reflect the new reality.

• Reinforce with incentives and norms. Recognition, rewards, and regular feedback reinforce the new behaviors. People need to feel that the change is expected and valued.

• Normalize the new state with ongoing support. Offer refresher trainings, updated playbooks, and accessible resources so the change remains visible and usable.

• Monitor and adjust. Even after it’s “in place,” keep an eye on adoption, effectiveness, and unintended consequences. Small tweaks now prevent bigger issues later.

Common pitfalls and how to avoid them:

• Stopping too soon. Stabilizing doesn’t mean laying down a rigid plan for years; it means letting the new way endure while continuing to learn.

• Overloading people. Too many changes at once invites confusion. Keep a manageable cadence and sequence changes so the team isn’t overwhelmed.

• Ignoring culture. Tools and processes matter, but culture often dictates whether a change lasts. Pair structural updates with cultural signals that reinforce the new norms.

A tangible example: after adopting a new continuous feedback routine, you refreeze by weaving it into performance conversations, quarterly reviews, and talent conversations. You create quick-reference guides, embed the language of feedback into job aids, and incorporate the practice into manager onboarding. The goal is for the change to feel natural, not something added to an already full plate.

Why Lewin’s model still matters in talent development

So why should you care about the unfreezing–moving–refreezing sequence? Because it gives you a clear, human-centered map. It helps you time communications, coaching, and resources so they align with where people are in the change journey. It also reminds us that change is a process, not a one-off event.

In talent development, you’re often juggling multiple moving parts: coaching programs, e-learning ecosystems, leadership pipelines, performance metrics, and culture shifts. Lewin’s model encourages you to address readiness first, enact the change with support, and then cement it in a way that endures. It’s a balanced approach that respects both people and outcomes.

A few handy analogies to keep in mind:

• Unfreezing is like preparing soil before planting. You loosen the crust, remove rocks, and give seeds a chance to take root.

• Moving is the actual gardening: you plant, water, prune, and adjust as you go.

• Refreezing is the thriving garden season, where plants are supported by stakes, mulch, and a consistent care routine so they keep growing year after year.

Practical takeaways for your work

• Start with the why, but speak in concrete terms. Show how the change helps people do their jobs more effectively and with less friction.

• Involve the right voices early. Frontline managers, team leads, and skilled practitioners often have the most useful insights about what actually works.

• Build simple, repeatable routines. Clear steps, defined check-ins, and easy-to-use templates keep the change approachable.

• Measure what matters. Pick a few practical indicators that reflect both adoption and impact—usage rates, time to competency, and satisfaction with the new approach.

• Stay flexible. You’ll learn as you go. Let feedback guide adjustments without losing sight of the core goals.

A closing thought

Change can feel like a tightrope walk, but Lewin’s model gives it a steady rhythm. Unfreezing creates the openness, moving builds momentum, and refreezing anchors the gains. When talent development teams apply this sequence with empathy and clarity, they don’t just implement a new way of working—they nurture a culture that keeps learning alive.

If you’re reflecting on a current change initiative, ask yourself: Which stage is the team navigating right now? Are we providing enough clarity in the unfreezing phase? Do we have the right support structures in the moving phase? Have we built enough stability to sustain the change in refreezing? Answering these questions can help you plan with intention and keep progress durable.

Lewin’s change model isn’t a long scroll of theories; it’s a practical compass for nurturing growth. And in the world of talent development, that compass is worth keeping close. If you’re exploring change through your work, this three-stage lens can help you design journeys that people actually want to take—and stay on.