The third phase, refreezing, occurs when newly created processes or patterns of behavior and techniques become part of an organization. Lewin further explains, in what is known as Force Field Analysis, that the change process begins as a result of competition between driving and restraining forces. As change occurs, some forces drive change and some forces resist change. As the restraining forces are reduced or eliminated, an organization's behavior will shift and incorporate the desired change, thus refreezing. Lewin's model of change describes how organizations look at and respond to continuous change.
Many authors discuss grieving as the process by which people deal with change.
While there are differences in the descriptors used to describe the phases of grief, there seems to be little disagreement on the effects grieving has on an individual or group. The fact that organizations are made up of multiple groups at multiple levels compounds the problems associated with change and adds complexity to individual, group, and organizational grieving. In Lewin's model, as well as other models, organizational change is driven primarily by planning and decision making. Leaders of organizations strain their collective brains on how best to change the organization to meet their planned organizational strategic objectives. Actions are planned.