Managing change is a central concern of Industrial/Organisational Psychology because organisations continuously face changes in technology, market conditions, competition, workforce expectations, organisational structure and government regulations. Organisational change refers to any significant modification in the way an organisation operates, including changes in policies, technology, work processes, structure, leadership or employee roles. Effective change management aims to help employees and organisations adapt to such changes while maintaining productivity, morale and psychological well-being. From an organisational psychology perspective, change is not merely a technical or structural process; it is also a psychological process. Employees may experience uncertainty, anxiety, insecurity, loss of control and fear of job displacement when changes are introduced. Resistance to change may therefore arise because employees are comfortable with existing practices, lack adequate information, fear loss of status or authority, or do not trust management. Understanding these psychological reactions is essential for successful change management. One important approach to managing change is Lewin’s three-stage model, which includes unfreezing, changing and refreezing. Unfreezing involves preparing employees