What are the key differences between Lewin's and Kotter's change models?

El Modelo de Lewin se adapta perfecto a procesos de transformación organizacional, donde, muy en simple, las fases son Descongelar, aplicar los cambios de comportamientos, etc., y Volver a congelar una vez ya esten en aplicación los cambios deseados, es una buena estrategia que se aplica a procesos que requieren transformación organizacional, se sugiere ademas contar con apoyo externo profesional que colabore en mediar estos procesos.

Lewin's change management model is a simple and widely used framework that emphasizes the importance of understanding the current state, creating a clear vision for the desired state, and implementing a plan to move between the two. However, critics argue that Lewin's model can be overly simplistic and doesn't adequately address the complexities of organizational change, particularly in resisting forces. Despite this, its ease of use and focus on core concepts make it a valuable starting point for many change initiatives.

Lewin's Change Model 1. Structure: Three-Step Process: Lewin's model is composed of three main stages: Unfreeze: Preparing the organization to accept that change is necessary. Change: Implement Refreeze: Ensuring that the change is solidified and becomes the new norm. 2. Focus: Psychological Perspective: Lewin's model focuses on the psychological processes of individuals within the organization, emphasizing the need to prepare people for change. It highlights the importance of changing behavior and attitudes to make the change stick. 3. Approach: Lewin's model is relatively simple and broad, offering a high-level view of change management. It emphasizes a gradual transition, where each step must be completed before moving to the next.

The model suggests that effective change requires creating the perception that change is needed, moving toward the desired new behavior, and finally solidifying that new behavior as the norm. This model is particularly useful for its straightforward approach, making it easy to understand and apply within an organization.

El modelo de Lewin parece más simple de lo que en la realidad es; ya que el descongelamiento de hábitos requiere de un nivel de consciencia muy alto en los Líderes del más alto nivel de la organización; ya que son ellos los que más se resisten a cambiar las formas de trabajo actuales. Si nos enfocamos en ese grupo (el Top Management y los Mandos Medios más influyentes) entonces lograremos realizar un descongelamiento fino y sin complicación. En otras palabras, sensibilizar a los líderes sobre su posible resistencia y la importancia de su participación en el proceso de cambio

El modelo de Kotter es el modelo de Lewin pero muy en detalle, fase por fase, que considera análisis desde la Visión hasta los comportamientos esperados que se espera cambiar para una transformación organizacional exitosa. Kotter eleva la importancia de crear un sentido de urgencia para el cambio, por qué se necesita el cambio, formar coaliciones poderosas y desarrollar una estrategia adecuada para el cambio, su modelo se?ala los pasos necesarios para comunicar la visión, potenciar la acción de base amplia, generar beneficios, consolidarlos y anclar nuevos enfoques en la cultura organizacional.

In contrast to Lewin's model, Kotter emphasizes the creation of a guiding coalition to drive change. He also places a strong focus on communication and building urgency to ensure everyone understands the need for change. Kotter's model further emphasizes the importance of anchoring new approaches in the company culture to avoid backsliding. This can be achieved by celebrating wins and reinforcing the positive aspects of the change.

In addition to 8 steps, Kotter introduces 4 principles which are instrumental for successful change: #1 management & leadership - you need both for successful change but normally change is over-managed and under-led. #2 head & heart: we are not only rational human beings but more importantly emotional creatures and we need to address our heart not only our head in explaining and guiding the change. #3 have to & what to: it is important to formulate reason for change positively. #4 select few & diverse many: even though you need a stable guiding coalition for change, the focus is still on enrolling a volunteer army for your change initiative to make it successful.

Kotter's model involves eight steps: 1. Build urgency around the need for change. 2. Assemble a group to lead the change. 3. Develop a clear vision to direct the change effort. 4. Communicate the vision and strategy to everyone. 5. Remove barriers that hinder change. 6. Plan for and create short-term achievements. 7. Use short-term wins to build momentum. 8. Ensure changes are embedded in the organization’s culture. Focus: Strategic and Leadership Focus: Emphasizes leadership and strategic vision in driving change. Approach: Detailed and Step-by-Step: Provides a detailed, step-by-step guide for implementing change, stressing momentum and sustainability.

En mi opinión el Modelo que Kotter plantea en su libro “El Líder del Cambio” es una guía muy bien estructurada y simple para no perder de vista los detalles durante el proceso de cambio. Quizás la dificultad que me en encontrado en mi experiencia es que por un lado, los líderes carecen de entrenamiento formal para facilitar cambios, lo cual los lleva a improvisar y salirse de la ruta establecida; y por otro lado encuentro falta de disciplina para seguir con orden todos los pasos, queriendo adelantar el proceso por ansiedad y prisa que solo entorpece los avances Mi recomendación es que se estudie el modelo con detenimiento y en todo caso se hagan las adaptaciones que de crean convenientes para cada sistema

-Le modèle de K. Lewin "Unfreeze/Change/Refreeze" souligne la nécessité de solidifier/congeler les changements (les bonnes pratiques) pour éviter la régression, l'érosion. Il est centré sur l'étape du changement. -Le modèle de J. Kotter est structuré comme un processus global constitué d'une série d'étapes. -Cette différence fondamentale met en évidence la progression linéaire de l'approche de J. Kotter. Ce processus étape par étape du modèle de J. Kotter s'inscrit dans une conception à la fois stratégique & pragmatique du Leadership. Il est con?u pour créer un élan, une adhésion, une implication, une appartenance, à chaque étape du processus : prise de conscience de l'urgence, importance des 1ers Alliés, création d'1 Vision claire, ...

Lewin's model emphasizes a cyclical nature, allowing for revisiting stages if needed. Kotter's model, on the other hand, is more linear. This distinction can be crucial depending on the change initiative. If the change is complex or poorly understood, Lewin's model's flexibility might be advantageous. Conversely, for well-defined changes, Kotter's structured approach can provide clarity and direction.

Written from a PROSCI Practitioner Perspective: The primary difference between Lewin's and Kotter's models is their structural approach: Lewin's model operates on broader stages, offering a high-level view of the change process, while Kotter's model provides detailed, step-by-step guidance. Lewin’s model is simpler and more straightforward, making it easier to grasp and implement quickly. Kotter’s model, though more complex, provides a thorough roadmap that reduces the risk of missing critical actions during the change process. Integrating ADKAR with both models ensures that individual needs and responses to change are addressed effectively.

Change is a broad concept. Lewin's model can be easier to adapt and implement various change initiatives having different natures in different contexts. Besides, Lewin leaves you a huge and empty space for you to bring in intuition and human-oriented interpretation during design-to-execution phases. Kotter's model is a better fit where you need specific and detailed steps like process-oriented change initiatives. Especially, creating the sense of urgency, letting the vision to be internalized via strategic communication, and tackling the upcoming issues like resistance are essential steps (1&4&5) that are stressed more different than Lewin's model.

Written from a PROSCI Practitioner Perspective: Lewin's model is less detailed and more flexible, providing a basic framework that can be adapted to various situations. In contrast, Kotter's model is highly detailed and specific, offering a comprehensive set of steps that guide the change process meticulously. This complexity makes Kotter's model more robust but also more demanding in terms of time and resources. The ADKAR model adds value to both by addressing the human side of change, ensuring that individuals are supported through each phase or step with the necessary awareness, desire, knowledge, ability, and reinforcement.

Kotter is pragmatic. Unless a change becomes value and part of the overall work culture, it will not be accepted wholeheartedly by the people. It should be talked about in meetings, discussions, retreats, planning and so on. It is how the change will be accepted. So Kotter wants organizations to bring change into the cultural settings so as to make it more effective.

Lewins model is more traditional, 3 stage kind of approach, while Kotters has 8 stage process which is more inclined towards leadership and communication. They both differ mainly in structure and focus. - Lewins focuses on phycological process of preparing for change, how to go through change and ensuring stabilizing change. - Kotters focuses on step by step process management, ensuring employees are guided and engaged through change by building leadership and visionary skillset. Before you pick any method, please make sure you have done the internal value chain and requirement understanding.

Kotter's change model underscores the critical role of culture in the change process. It advocates for aligning new behaviors with existing organizational values to ensure lasting and effective transformation. While Lewin's model also acknowledges the need to stabilize change, it does so with less explicit attention to cultural integration. The cultural emphasis in Kotter's model highlights the importance of organizational values in driving sustainable change.

El modelo de Lewin, por su simplicidad, ofrece flexibilidad y se puede adaptar fácilmente para adaptarse a diferentes tipos de cambios u organizaciones. El modelo de Kotter, puede parecer menos flexible, sin embargo, el detalle de los pasos de Kotter puede proporcionar una guía valiosa cuando se busca un plan claro para navegar por escenarios de cambio complejos, sobre todo considerando que las organizaciones son personas, y estamos hablando de cambiar comportamientos, esto requiere adaptación y flexibilidad, pero también método, por lo mismo se sugiere Coaching de apoyo para estos procesos.

Written from a PROSCI Practitioner Perspective: Lewin's model is inherently more flexible and easier to adapt to various organizational contexts due to its simplicity and high-level approach. Kotter's model, with its detailed steps, is less flexible but offers a more comprehensive guide that minimizes the risk of oversight. The ADKAR model can be integrated with either framework to provide a more adaptable approach that addresses both organizational and individual needs, ensuring that change efforts are both structured and responsive to specific circumstances.

Change Management Showdown: Lewin vs. Kotter. It emphasizes the need to create a sense of urgency, implement change, and stabilize the new state through unfreezing, change, and refreezing. This model has eight stages: creating urgency, building a solid team, and embedding changes in the organization's culture. It stresses constant communication and strong leadership during change. While both models share similarities, such as the need for urgency and communication, Lewin's model is more linear and focused on stability. In contrast, Kotter's model is more dynamic and emphasizes sustained change and cultural transformation. Understanding these differences can help organizations choose the right approach for change initiatives.

Independent which of the 2 change models you choose, the most important element should be involving those who are impacted by the change early on to co-create and shape the change. The biggest win of your change approach is when you manage to transform your critiques into your supporters.

If change needs to be implemented quickly, Lewin's simpler model might be more practical. For long-term, sustained change, Kotter's model provides a more comprehensive approach.

While both Lewin's and Kotter's models offer valuable insights into managing change, they differ in their approach, focus, scope, and complexity. Lewin's model is more linear and focused on creating and implementing change, while Kotter's model is more iterative, comprehensive, and emphasizes the role of leadership and organisational culture.

J'ai commencé la conduite du changement (en faire mon métier) en 2006, en m'inspirant bcp des outils proposés par Linda Ackerman-Anderson. Puis j'ai surtout pratiqué le modèle J. Kotter, depuis 2012, pour baliser le processus dans sa globalité. Et je l'utilise depuis des années, pour toutes les missions de transitions industrielles. Selon les besoins, j'ajoute d'autres outils, comme la complémentarité des r?les (Meredith Belbin), les 6 chapeaux (Edward de Bono), le concept du Flow (Aptitudes vs Défis), l'Analyse Transationnelle, la Process Communication, l'Ennéagramme... Mais depuis 2012, c'est vraiment le modèle J. Kotter qui balise les grandes étapes du processus, au travers de toutes mes missions industrielles. Il m'évite bcp de soucis.