In Lewin's change management model, what is the critical objective of the 'unfreezing' stage?

In Kurt Lewin's three-stage model of change (unfreeze, change, refreeze), the critical objective of the 'unfreezing' stage is to create a readiness for change by dismantling the existing mindset, behaviors, and structures that are resistant to it. This stage focuses on reducing or eliminating the forces that maintain the status quo and creating a compelling need for change. Unfreezing involves several key activities. First, it requires identifying and challenging the assumptions and beliefs that underlie the current way of doing things. This might involve presenting data that highlights the limitations of the existing approach or demonstrating how a new approach could lead to better outcomes. Second, it's essential to create a sense of urgency for change. This can be achieved by communicating the potential negative consequences of not changing or by highlighting the opportunities that could be realized through change. Third, unfreezing involves creating psychological safety, making it clear that it is okay to question existing processes and try new approaches. For instance, a company implementing a new software system would need to unfreeze the existing mindset of employees who are comfortable with the old system. This might involve explaining the benefits of the new system, addressing concerns about job security, and providing training to help employees develop the necessary skills. Ultimately, the 'unfreezing' stage lays the groundwork for successful change by creating a receptive environment and motivating individuals to embrace new ways of thinking and behaving. Without effective unfreezing, resistance to change will be high, and the change initiative is likely to fail.