Kurt Lewin’s groundbreaking work on organizational change and learning has shaped the way we think about transformation. Among those influenced by his insights is Edgar Schein, a prominent figure in the field of change management. In a 1995 paper, Schein reflects on Lewin’s legacy, offering a refined take on his classic three-stage model of change: unfreezing, changing, and refreezing.

Lewin’s Vision: The Human Psyche in Transition

Lewin’s model proposes that meaningful development requires the human psyche to traverse three psychological stages:

1. Unfreeze: Letting go of old habits and mindsets, often through a process of difficult, yet ego-preserving, unlearning.
2. Change: Engaging in a dynamic, sometimes uncomfortable journey of relearning.
3. Refreeze: Solidifying the new ways of thinking and behaving into stable patterns.

Lewin also introduced the concept of a “force field” of driving and restraining forces that create a behavioral equilibrium. For genuine change to occur, this equilibrium must be disrupted—unfrozen—before new behaviors can emerge and stabilize.

Schein builds on this foundation by adding depth and structure, presenting a seven-stage model of change that dives deeper into the psychological and social mechanisms at play.

Schein’s Seven Stages of Change

Stage 1 – Disconfirmation: A Catalyst for Growth

All change begins with discomfort. New information—such as declining profits or high staff turnover—clashes with our expectations, creating dissatisfaction. This “disconfirmation” triggers what Schein calls survival anxiety, the realization that adapting is necessary for survival.

Stage 2 – Survival Anxiety vs. Learning Anxiety

Survival anxiety can only drive change if we accept the disconfirming evidence as valid. However, this is easier said than done. Enter learning anxiety—the fear that acknowledging the need for growth means admitting failure, risking our self-esteem and competence.

Stage 3 – Overcoming Learning Anxiety: Building a Safety Net

To break through this barrier, individuals need psychological safety. This could take the form of collaborative environments, constructive feedback, or a culture that embraces mistakes as part of growth. When people feel safe to experiment, they can balance the tension between survival and learning anxieties, unlocking the door to change.

Stage 4 – Cognitive Redefinition: Seeing the World Anew

At this stage, the psyche begins to reshape its perspective. Prejudices and outdated beliefs give way to new ideas, creating room for growth. This process—cognitive redefinition—involves expanding and shifting mental frameworks, enabling deeper understanding.

Stage 5 – Imitation and Role Modeling: Learning by Example

With the groundwork laid, actual learning begins. A common approach is through identification with a role model. By observing and emulating someone who embodies the desired behavior or skills, individuals can navigate the complexities of change. Mentoring is a prime example of this strategy.

Stage 6 – Scanning: Exploring New Horizons

For a more creative path to development, individuals can engage in scanning—seeking out diverse information and experimenting with different solutions. Unlike imitation, scanning fosters tailored, innovative growth. However, it requires an absence of strong role models, as their presence might steer people toward easier, less inventive choices.

Stage 7 – Refreezing: Cementing the New Norms

Finally, for change to endure, it must be stabilized through refreezing. This step ensures that new behaviors become ingrained, whether through personal habits or group norms. Schein notes that scanning-based changes are often more robust, as they are uniquely suited to the individual or organization.

The Secret to Lasting Change

To achieve what Schein calls “second-order change” (transformational, lasting growth), facilitators must create environments that nurture psychological safety and group cohesion. Without this support, change risks being temporary—a fleeting first-order adjustment.

Schein’s enhancements to Lewin’s model offer a powerful roadmap for navigating the challenges of personal and organizational transformation. By addressing the deep psychological forces behind change, this approach transforms discomfort into growth, resistance into resilience, and anxiety into achievement.