Category 1 Post Maturity
The business maintains stable sales and profits but experiences little growth.
Steady state
Managers, employees and business processes belong to this environment.
Internal environment
Resistance strategy: Managers explain why the change is necessary.
Communication
This outside specialist provides expertise and independent advice.
Consultant
Lewin’s first stage prepares employees for change.
Unfreeze
Sales and profits fall because the business fails to adapt.
Decline
This describes what a business hopes to achieve in the future.
Vision
Management style: The manager makes decisions alone.
Autocratic
This process plans, implements and manages business change.
Change management
Lewin’s second stage introduces new systems and processes.
Change
The business changes and returns to growth.
Renewal
A rival introducing cheaper products represents this driver of change.
Competition
Management style: Employees provide ideas, but the manager makes the final decision.
Consultative
This tool compares driving and restraining forces.
Force Field
Lewin’s final stage embeds the new way of working.
Refreeze
Customers, suppliers and competitors belong to this environment.
Operating environment
This process sets objectives and develops strategies to achieve the vision.
Strategic planning
Resistance strategy:Management selectively provides information to gain support.
Manipulation
This process monitors employees and reviews their results.
Performance management
This Kotter step uses early successes to build support.
Quick wins
Inflation, technology and sociocultural change belong to this environment.
Macroenvironment
A new law forces a business to change its procedures.
Legislative compliance
Resistance strategy:Employees are warned of negative consequences if they resist.
Threat
Employees receive updated skills instead of losing their positions.
Retraining
This model uses urgency, a coalition and eight detailed steps.
Kotter model