Change Alchemy: time to freeze?

Edgar Schein talked in his book "Process Consultation: Lessons for Managers and Consultants Volume ll" of their being three stages of change:

1. unfreezing the current state,
2. moving to the new one and
3. refreezing around the new state.

This model presupposes that there is time to refreeze. The experience now of many managers is that the pace of change means that refreezing is something of a luxury - everything seems to be in a constant state of transition.

Is this the case? How much of this apparent pace of change has been manufactured by people who make a living out of change?

As a leader, is it your role to speed change up or slow things down?