1. Unfreeze is the stage where the ongoing circumstance or business as usual is tested and disrupted, making inspiration and preparation for change. 2. Change is the stage where new ways of behaving, cycles, or designs are presented and executed, frequently with the assistance of external agents or leaders. 3. Freeze is when the change is merged and balanced, becoming the new standard or equilibrium. Some of the advantages of involving Lewin's model theory in a strategic plan are: It gives a straightforward and transparent system to comprehend and impart the change interaction. It assists with distinguishing and defeating the opposition and boundaries to change, both inside and outside. It stresses the significance of including and connecting with the partners throughout the change cycle. It considers adaptability and transformation to the changing climate and feedback. Some of the problems or difficulties that may be anticipated based on the theory are: The unfreezing stage might cause nervousness, turmoil, or hatred among the partners, mainly if they need to be more educated or counseled about the need and reasoning for the change. The change stage might experience impediments, clashes, or difficulties that might crash or postpone the change cycle, requiring steady observation and support. The freeze stage may only be accomplished or maintained if the change is supported or standardized, prompting a backslide or inversion of the change. An example of the theory applied in a recent unanticipated event in my workplace or community organization is: To everyone, a significant event that changed things in our workplace was the COVID-19 pandemic. The pandemic required a substantial change in how we communicate, collaborate, and deliver our services to our patients. To unfreeze the current work culture and practices, our staff made sense of the criticalness and advantages of the change, gave them vital assets, and prepared them to work with progress. To change the work cycles and ways of behaving, the staff presented new tools and platforms, such as Zoom for Peer Reviews, Meetings, and virtual appointments (phone calls). It established new norms and expectations, such as regular check-ins, feedback sessions, and online events. To freeze the new work model, the staff gathered and dissected information on the presentation and fulfillment of the staff and clients and made changes and upgrades given the outcomes. The staff additionally perceived and compensated the staff for their endeavors and accomplishments in adjusting to the change. v/r Ursula References The Human Capital Hub. (2023, December 8). Lewin's change management model: Everything you need to know. Human Capital Hub. https://www.thehumancapitalhub.com/articles/lewins-change-management-model-everything-you-need-to-know