1) Lewin's 3 Stage Model

In the early 20th century, psychologist Kurt Lewin identified three stages of change that are still the basis of many approaches today.This model states that organisational change involves a move from

one static state via a progressional shift, to another static state. The model, also known as Unfreeze-Change-Refreeze, comprises a three-stage process of 1) unfreezing, 2) changing and 3) re-freezing.

Stage 1: Unfreeze
This stage involves creating the right conditions for change to occur. By resisting change, people often attach a sense of identity to their environment. In this state, alternatives, even beneficial ones, will initially cause discomfort. The challenge is to move people from this 'frozen' state to a 'change ready' or 'unfrozen' state. A basic tendency of people is to seek a context in which they have relative safety and feel a sense of control. In establishing themselves, they attach their sense of identity to their environment. This creates a comfortable stasis from which any alternatives, even those which may offer significant benefit, will cause discomfort. Talking about the future thus is seldom enough to move them from this 'frozen' state and significant effort may be required to 'unfreeze' them and get them moving. This usually requires Push methods to get them moving, after which Pull methods can be used to keep them going. The term 'change ready' is often used to describe people who are unfrozen and ready to take the next step. Some people come ready for change whilst others take a long time to let go of their comfortable current realities.

Unfreezing and getting motivated for the change is all about weighing up the 'pro's' and 'con's' and deciding if the 'pro's' outnumber the 'con's' before you take any action. This is the basis of what Kurt Lewin called the Force Field Analysis. Force Field Analysis is a fancy way of saying that there are lots of different factors (forces) for and against making change that we need to be aware of (analysis). If the factors for change outweigh the factors against change we'll make the change. If not, then there's low motivation to change - and if we feel pushed to change we're likely to get grumpy and dig in our heels.

What is the Push principle?

Principle
I force you to act, whether you want to do it or not. You feel no option but to obey.

How it works
No choice

Many forms of persuasion seek to change what people believe such that they act through their own free will. In a push approach, although physical force may not be used, the people feel they are obliged to comply even though may be against their better judgment.
Non-physical push

For non-physical pushing, you need power or authority that impacts the needs that the other person. The level of threat needs to be high enough that they feel obliged to comply with your request. In a company this can be the power to dismiss, demote or sideline them. In business, pushing appears when managers tell their subordinates what to do (as opposed to creating pull by selling them on the idea).
Physical coercion

For physical coercion, all you need is to be stronger than them. In countries, the police and military forces have a high coercive capability and are the ultimate tools of government for assuring order in their country. Within companies, security organizations play a similar role. With children, adults physical size gives that power. Between individual adults, coercion can be carried out with physical size, strength, knowledge of martial arts or the use of weapons. Companies need coercion to eject intruders and the occasional employee who lose control of themselves. In practice, it can be bad publicity and companies will do their best to avoid any form of direct force.

Governments use coercive methods to control and contain criminals (who themselves tend to push more than pull). They also use it in war with their neighbors and enemies, whether they are the aggressor or the defender.

What is the Pull principle?

Principle
Lead them such that they choose to act.

How it works
Pulling a person in motivation means creating conditions that they chose themselves. It means showing them how something else will be beneficial to them. It means them deciding rather than just you deciding. Most methods of persuasion are based on creating pull rather than push, which is generally coercive in nature.
Creating desire

Pull creates desire. It is about making the other person want what you are offering. It is subtly changing how they perceive the world such that they see what you have and want it. Once you have created desire, then the internal tension set up in the other person will lead them in the right direction.
Push and Pull

Push and pull are a matched pair: Pushing is the stick to the carrot of pulling. It is fishing rather than shooting. It is selling as opposed to the telling of push methods. It is creating desire rather than creating fear. It is creating attraction rather than repulsion. In business motivation, pushing is a management method whilst pulling is used by leaders. Pulling is more difficult than pushing, but is ultimately more effective. When you push, you do not know what direction the other person will take. It is like the sheepdog running into the flock of sheep: they all head off in different directions. Pulling has just one direction. It is like being the shepherd, towards whom his flock will move. Use push and pull together: Push just to break people away from their current position. This will cause confusion, after which you can much more easily pull them. This method is used by martial artists in such as Aikido and Tai Chi Chuan.

Stage 2: Transition or Change

The transitional 'journey' is central to Lewin's model and at the psychological level it is typically a period of confusion. People are aware that the old ways are being challenged, but there is no clear understanding of the new ways which will replace them. As roles change, a reduced state of efficiency is created, where goals are significantly lowered. Good leadership is important, and coaching, counseling or psychological support may be needed. The end goal of this stage is to get people to the 'unfrozen' state and keep them there. A key part of Lewin's model is the notion that change, even at the psychological level, is a journey rather than a simple step. This journey may not be that simple and the person may need to go through several stages of misunderstanding before they get to the other side. A classic trap in change is for the leaders to spend months on their own personal journeys and then expect everyone else to cross the chasm in a single bound. Transitioning thus requires time. Leadership is often important and when whole organizations change, the one-eyed person may be king. Some form of coaching, counseling or other psychological support will often be very helpful also. Although transition may be hard for the individual, often the hardest part is to start. Even when a person is unfrozen and ready for change, that first step can be very scary. Transition can also be a pleasant trap and, as Robert Louis Stephenson said, 'It is better to travel hopefully than arrive.' People become comfortable in temporary situations where they are not accountable for the hazards of normal work and where talking about change may be substituted for real action.

Stage 3: Refreeze
The end goal of the model is to achieve a 'refreeze', re-establishing a new place of stability and elevate comfort levels by reconnecting people back into their safe, familiar environment. Refreezing takes people from a period of low productivity in the transitional state to a stable and productive state. At the other end of the journey, the final goal is to 'refreeze', putting down roots again and establishing the new place of stability. In practice, refreezing may be a slow process as transitions seldom stop cleanly, but go more in fits and starts with a long tail of bits and pieces. There are good and bad things about this. In modern organizations, this stage is often rather tentative as the next change may well be around the next corner. What is often encouraged, then, is more of a state of 'slushiness' where freezing is never really achieved (theoretically making the next unfreezing easier). The danger with this that many organizations have found is that people fall into a state of change shock,

where they work at a low level of efficiency and effectiveness as they await the next change. 'It's not worth it' is a common phrase when asked to improve what they do.