Unfreezing in Schein's change model

  Melting Ice Cone 
  Originally uploaded by kencf0618

Understanding and at the very least coping with the dynamics of change has never been so important.  Edgar Schein developed Kurt Lewin's change model into a useful framework for understanding, leading and facilitating change. I posted here about Lewin's change model: Unfreezing>Changing>Refreezing. I also posted an overview of the dynamics of the model, and promised to return to the topic. The first step is the Unfreezing process by which we recognise the need for and are motivated to change.

Unfreezing is in fact three sub-processes- Disconfirmation, Survival Anxiety and Creation of Psychological Safety

Disconfirmation: A dissatisfaction or frustration with the status quo. But that dissatisfaction does not mean something will happen. Frustration can rumble on at a low level as the Confirming data  maybe enough to cause dissatisfaction but still be insufficient to drive change. We can deal with low level indications of disconfirmation by:

ignoring it

denying its validity

blaming others

dismissing it as irrelevant

Picture uploaded  by Kate_A. Used with thanks under CC.

However our recognition that 'something is up' and our behaviour in response to it can also lead to Learning Anxiety; having to recognise that we are not doing our best, admitting we don't know what action to take and fearing loss of face, of effectiveness, of our self esteem and identity. Weighing up the situation means that we feel that adapting poorly to the situation and failing to meet our creative potentially is more desirable than the risk of acting differently and an attendant risk of failure and loss of self esteem.

( we can see all of these behaviours being played out in the ongoing 'Global Warming' debate or in our politician's slow awakening and action on the abolition of the 10p tax band- some debate here).

Picture uploaded  by Kate_A. Used with thanks under CC.

Alternatively the data and information, whilst not confirming our hopes and desires, is of sufficient weight for us accept it as valid and connected to something we care about, raising our Survival Anxiety to levels where 'analysis-paralysis' begins to set in together with a desire for a safe haven where we have time reflect and decide what to do. The creation of sufficient Psychological Safety is key to successful change. Without the right level of Psychological Safety, Survival Anxiety will not unlock change.

So, how do we create sufficient Psychological Safety to enable change to take place?

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