The Difficulty of Change vs The Need to Change

by Angela deVesty

Change. Unless it’s something we’re adding to our pocket, it’s not typically a word we like to hear. Just ask anyone who’s ever been told their ideas, work, or hairstyle may need a change. Even when it’s clearly necessary, it’s often difficult.
A key model for understanding organizational change was developed by Kurt Lewin back in the 1940s. His model is known as Unfreeze – Change – Refreeze. Lewin, a physicist and social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
If you have a large cube of ice but realize that what you want is a cone of ice, first you must melt the ice to make it amenable to change (unfreeze), then you must mold the water into the shape you want (change), and finally, you must solidify the new shape (refreeze).
Now that we’ve addressed the model, let’s address the more difficult part – those pesky emotions.
Following this model allows us to gain perspective by evaluating current processes, increase performance by removing and altering processes no longer proving useful, and function more optimally as a result. If properly supported and carried out, change can provide transformation needed to enrich both organizations and individuals. Support and encouragement can transform feelings of disappointment and failure with those of productivity and efficiency.
So next time you’re faced with change, assess these three steps, and ask for support along the way. Or you may decide the bouffant really does suit you, and microchipping the kids is really a brilliant idea (where are they… ahh there they are). Either way, I wish you the best on your journey.
For more information about the changes within our organization, and how you can help your local food bank reach it’s optimal performance, please stop by or visit us at today.
“The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.” ― Albert Einstein

Posted on: April 2, 2018, by :