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Executing Change
The second stage of Lewin’s three-stage change model is executing change. At
this stage, the organization implements the planned changes on technology, structure,
culture, or procedures. The specifics of how change should be executed will depend

on the type of change. However, there are three tips that may facilitate the success of
a change effort.
Continue to Provide Support
As the change is under way, employees may experience high amounts of stress.
They may make mistakes more often or experience uncertainty about their new
responsibilities or job descriptions. Management has an important role in helping
employees cope with this stress by displaying support, patience, and continuing to
provide support to employees even after the change is complete.
Create Small Wins
During a change effort, if the organization can create a history of small wins,
change acceptance will be more likely. [10] If the change is large in scope and the
payoff is a long time away, employees may not realize change is occurring during the
transformation period. However, if people see changes, improvements, and successes
along the way, they will be inspired and motivated to continue the change effort. For
this reason, breaking up the proposed change into phases may be a good idea because
it creates smaller targets. Small wins are also important for planners of change to
make the point that their idea is on the right track. Early success gives change
planners more credibility while early failures may be a setback. [11]
Eliminate Obstacles
When the change effort is in place, many obstacles may crop up along the way.
There may be key people who publicly support the change effort while silently
undermining the planned changes. There may be obstacles rooted in a company’s
structure, existing processes, or culture. It is the management’s job to identify,
understand, and remove these obstacles. [12] Ideally, these obstacles would have been
eliminated before implementing the change, but sometimes unexpected roadblocks
emerge as change is under way.
Refreezing
After the change is implemented, the long-term success of a change effort
depends on the extent to which the change becomes part of the company’s culture. If
the change has been successful, the revised ways of thinking, behaving, and
performing should become routine. To evaluate and reinforce (“refreeze”) the
change, there are a number of things management can do.
Publicize Success
To make change permanent, the organization may benefit from sharing the
results of the change effort with employees. What was gained from the implemented
changes? How much money did the company save? How much did the company’s
reputation improve? What was the reduction in accidents after new procedures were
put in place? Sharing concrete results with employees increases their confidence that
the implemented change was a right decision.

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