Could you mention little bit about Lewin’s Change Management Model?

i agree because the change is now something necessary, and if any company missed a change, will be at risk of disappear.

Lewin's model is basically talking about preparing the people for change by unfreez which means make them believe that this current system it is not the best and there is a way of change and development. Then, help them to do the change and make sure to include them into any change plan, decision and exhibiting as well. re-freez is to make them happy and full satisfied about this change with as minimum as possible of a resistance.

and the simple example of this concept is if you have an ice cube and you want to make the ice in different shape, you should first unfreez it to totally be vulnurable for the change, and then use the "tool" that will help the water to be shaped on the selected shape (which is the change), then re-freez it and you will got the desired outcome.

Would wait for expert's opinions. 

Three steps of the effectiveness of the management of change (the Model Lwin change) actually freeze (which destabilize the status quo - to make people wonder whether the current situation suits them or not). We do this through the appropriate questions, through the analysis of the needs of the business as well as to many of the working papers aimed at breaking the freeze in the current situation, where the pay to think about the important things, backed by the right frameworks that are ready for change. This is a very important step in the process of change, the absence of such a step would lead to the failure of the change because people will not accept it. To change (when there is a desire to change, and we have the appropriate TRANSFORMATIONS in the person/persons or businesses, then we can change). We are doing this through the provision of values, attitudes and behaviors and regulations appropriate training and communications necessary to support the change. Usually freeze (this to confirm that the change has become elusive). If you are not re-freezing of change, and did not become an integral part of the culture, are imbued then the previous situation. You must support the new conduct commendable, and reward and recognition of the improved performance.

Lewins model is a little accademic, where there are distinct phases.

In reality it is more chaotic, less distinct with much overlapping of the implement the change phase with the ongoing system. Much more of the continuous micro change, than the one off massive change.

Thanks 

Great answers given here, I support my colleagues answers 

As a Leader it is very much important to Train our Staff for Adaptability for organisational changes resulting Continous improvement.

Lewin developed a change model involving three steps: unfreezing, changing and refreezing. The model represents a very simple and practical model for understanding the change process.

Process of Behavior Modification is described as "Unfreezing"

Hi, The field of business is not only big change, it represents opportunities, threats as an external element, strengths and weaknesses as an internal factor that institutions exploit for quick gains, but current and future survival is in the interest of the creator of change as an influence in the field of business as an overview.

The concept of change management is familiar in most organisations today but how they manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. Organisations that handle change well appear to thrive, whilst those that do not may struggle to survive. A key part of this depends on how far people within the organisation understand and deal with the change process. One of the cornerstone models for understanding organisational change was developed by Kurt Lewin in the 1950s, and is still used today. His model is a simple and easy-to-understand framework for managing change known as Unfreeze – Change – Refreeze. Lewin, a physicist as well as social scientist, explained organisational change using the analogy of changing the shape of a block of ice, i.e. unfreezing a large cube of ice to change it and reform it into a cone of ice. By recognising these three distinct stages of change, you can plan to implement the change required. You start by creating the motivation to change (unfreeze) as it is necessary to change existing attitudes towards working practices and prepare the ground. Communication about the proposed change is vital at this stage if people are to understand and support it. You move through the change process by promoting effective communications and empowering people to embrace new ways of working and learn new values, attitudes and behaviours. Problems are identified and action plans developed to enable implementation. Maximum flexibility is needed in the planning and implementation of the change. The process ends when the organisation returns to a sense of stability (refreeze) and the benefits of the change are realised, which is necessary for creating the confidence from which to embark on the next inevitable change. Praise, rewards and other reinforcement by managers are required on an individual level and more effective performance at an organisational level. Not until the change has become incorporated into the culture can it be said to be frozen.