...accepted in the business world today derive from some of the principles outlined by Lewin and his research. His work has been discounted by scholars as it is deemed to be outdated and not applicable to the current world. The paper specifically looks at certain ways in which Lewin’s principles do still apply and how the Force-Field Theory is still a foundational value throughout much of the business world whether directly or through an evolutionary process. It is with this in mind that the paper is created and analyzes real world cases where this process has been executed to successfully help firms and also where it has been abandoned with consequences for other businesses. The creation and implementation of the main focus principles of Lewin’s Force-Field Theory is explained in depth and demonstrates how firms in the present can learn foundational and evolved theories from the work that Lewin executed in the 1900s for success in the present and future of firms across different platforms of business segmentation. An Analysis of Lewin’s Force-Field Theory of Change During his life, Kurt Lewin analyzed change before his eyes, not just in his philosophical and psychological seminars and studies. Kurt Lewin was born in 1890 in Prussia (present day Poland) to a fairly middle class environment. Lewin went on to receive a Ph.D. from the University of Berlin after serving in the First World War. Dr. Lewin immigrated to America as World War II erupted and brought with him his knowledge...
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...theories concerning organizational change were dominated by Lewin’s planned change approach (1947), which brings together four complex elements: (1) field theory, which seeks to map the totality of human behaviors taking place; (2) group dynamics, which seeks to understand the behavior of groups; (3) action research, which requires analyzing the situation and choosing the best change for the situation; and (4) the three-step planned change model, consisting of (a) unfreezing human behavior that is supported by a complex field of driving and restraining forces, (b)changing- moving to learn new behaviors and effectuating required changes, and (c) refreezing an equilibrium to ensure new behaviors. Unfreezing According to Burnes (2004), Lewin believed that the stability of human behavior was based on a quasi-stationary equilibrium supported by a complex field of driving and restraining forces. He argued that the equilibrium needs to be destabilized (unfrozen) before old behavior can be unlearnt and new behavior successfully adopted. Unfreezing is altering the present stable equilibrium which supports existing behaviors and attitudes. This process must take account of the inherent threats that change presents to people and the need to motivate those affected to attain the natural state of equilibrium by accepting change. This phase could be compared to overcoming bad habits by replacing them with new and better habits. The organization has to be resolved and committed...
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...must be ready to present to the followers all the objectives for the change and the reason must be genuine. A committee may be formed to research on the way the change will be executed. The outcome of the committee findings will be presented to others, so in a way the idea is not going to sound as if it is it from the leader only or that the leader is imposing on the followers. Two models of change will be discussed in this paper: they are Lewin’s model of change and IOWA model. Lewin’s model of change explained the stages of change process using the changing of ice block. His model was described using these terms unfreezing which is the (comfort zone), change which is the (discomfort zone) and refreezing which is the (new comfort zone) (Lewin, 1951). The leader must know why change is necessary and motivation for change must be generated before change can occur. The correlation is that if you don’t like the shape of ice and would like to change the shape, you first melt or unfreeze it to make it...
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...Kurt Lewin three step change theory model – unfreeze, change, freeze JANUARY 21, 2010 BY MIKE MORRISON20 COMMENTS Kurt Lewin three step model change theory Introduction The Kurt Lewin change theory model is based around a 3-step process (Unfreeze-Change-Freeze) that provides a high-level approach to change. It gives a manager or other change agent a framework to implement a change effort, which is always very sensitive and must be made as seamless as possible. The Kurt Lewin model can help a leader do the following three steps: * Make a radical change * Minimize the disruption of the structure’s operations * Make sure that the change is adopted permanently Summary of Kurt Lewin’s Change theory This three step model gives a manager or change agent an idea of what implementing change means when dealing with people. The 3 phases of the Kurt Lewin model provide guidance on how to go about getting people to change: a manager will implement new processes and re-assign tasks, but change will only be effective if the people involved embrace it and help putting it into practice it. Lewin change model – Unfreeze – “ready to change” When a structure has been in place for a while, habits and routine have naturally settled in. The organization as a whole is going in the right direction, but – as shown on the illustration – people or processes may have strayed off course. For example, tasks that are not relevant or useful anymore are still being performed by force of habit...
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...TABLE OF CONTENTS I.INTRODUCTION a) Organisational Change –an overview b) Kurt Lewin and his theories of change c) General Motors International 2. APPRAISAL OF KURT LEWIN’S 3- STEP MODEL (Manufacturing change at General Motors as a case study) 3. CRITIQUES OF THE MODEL 4. CONCLUSION INTRODUCTION In a dynamic world of increasing technology, competition, power relations and managerial opportunism, investment in Research and Development (R&D) by organisations and fluctuations in consumer demand, a complex phenomenon such as change is imperative. Change can be defined as the art of altering the current state of an entity from its present state to another while organisational change is the transformation process of taken up by an organisation in order to move from its existing level to a strategically proposed level by taking up new ideas and a different approach to its operational practices and procedures (Beckhard and Harris, 1987. cited by: Andriopoulos and Dawson, 2009). In analysing the various categories of change, research works have identified a number of traits used to classify the various levels and sorts of change. These include substance of change, scale and scope of change, timeframe of change.(Dawson and Adriopoulus,2009). Grundy (1993) also stated that three varieties of change has set a basis for how managers view change as a homogenous concept and coined them as Discontinuous, Smooth incremental and Bumpy incremental change(Senior and...
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...announce change, they are met with resistance and opposition. Many people are often times afraid of the uncertainties, what it will mean for them, will they fit into the dynamics etc. Several psychologists and professors have their theories on the best models for facilitating change. Lewin’s Change Management Model –According to the web site, change management coach, Kurt Lewin emigrated from Germany to America during the 1930's and is recognized as the "founder of social psychology" which highlights his interest in the human aspect of change. Kurt Lewin’s change theory has 3 stages. Unfreeze, Change, And Freeze. The principal behind this theory is: Prepare for the change- The first step in Lewins change theory is preparing ourselves or others for the change. Making them want the change. The basis for Lewin’s theory is weighing the pros and cons or as he called it, the force field analysis. “This first 'Unfreezing' stage involves moving ourselves, or a department, or an entire business towards motivation for change”. Make the Change- The transition phase might be the hardest phase of Lewins theory. Rightfully so as this phase is when fear sets in. Most people begin questioning if the decision they made was the right one. Did I do the right thing, what if it doesn’t work, maybe I’m not ready are all questions that one might ask him or herself when making the change. Accept the Change- The logic behind this step in the change model is embracing the change. You...
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...Change Management Models MGMT310 - 1403B - 03 Conforming to change is an important part of a life of an organization. Without evolving along with the fast changing of our environment, an organization will diminish. When developing strategies for change, there are two possible change models that business leaders can use. Two change management models that can assist in keeping an organization alive are Kurt Lewin and John Kotter’s model for change. Psychologist Kurt Lewin developed a change management model that consisted of three steps. The three-stage processes are: unfreezing, changing, and freezing. In the unfreezing state, Lewin understood that people are afraid of change because they feel safe in their no changing environment, therefore, resist change. The unfreezing state is the stage of motivating people to want and understand that there is a need for change. The first stage helps followers “thaw” and become understanding through motivation (Prentice Hall, 2012). After the unfreezing stage, the changing stage is put into action. People begin to do things differently in this stage. They begin to see why and how the changes benefit them. Time and communication is an important part in the change environment because people need time to understand the changes and they need to be motivated in order to feel like they are a part of the change (Prentice Hall, 2012). When the changes are taken into consideration and are being embraced in the working environment, the company...
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...Unfreeze, Change, Freeze Kurt Lewin proposed a three stage theory of change commonly referred to as Unfreeze, Change, Freeze (or Refreeze). It is possible to take these stages to quite complicated levels but I don't believe this is necessary to be able to work with the theory. But be aware that the theory has been criticised for being too simplistic. A lot has changed since the theory was originally presented in 1947, but the Kurt Lewin model is still extremely relevant. Many other more modern change models are actually based on the Kurt Lewin model. I'm going to head down a middle road and give you just enough information to make you dangerous...and perhaps a little more to whet your appetite! So, three stages. Unfreezing, Change, Freezing. Let's look at each of these. Stage 1: Unfreezing The Unfreezing stage is probably one of the more important stages to understand in the world of change we live in today. This stage is about getting ready to change. It involves getting to a point of understanding that change is necessary, and getting ready to move away from our current comfort zone. This first stage is about preparing ourselves, or others, before the change (and ideally creating a situation in which we want the change). The more we feel that change is necessary, the more urgent it is, the more motivated we are to make the change. Right? Yes, of course! If you understand procrastination (like I do!) then you'd recognise that the closer the deadline, the more likely...
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...ASSIGNMENT:1 QUESTION :What are the main foundations of Organization Development? What are the stages of OD as suggested by Kurt Lewin and subsequently modified by Lippitt, Watson &Westley? ANSWER: 1) FOUNDATION OF OD (a) The field of OD rests on a foundation of values and assumptions about people and organizations. These beliefs help to define what OD is and guide its implementation. (b) Values have always been an integral part of OD package. OD values and assumption developed from research and theory, by behavioral scientist and from the experiences and observations of practicing managers. OD values tend to be humanistic, optimistic and democratic. (d) The knowledge base of OD is extensive and is constantly being upgraded. The most important concept on which OD is constructed is as follows: i) Model & theories of planned change : Organization development is directed at bringing about planned change to increase an organization's effectiveness, generally initiated and implemented by managers, often with the help of an OD practitioner either from inside or outside of the organization. Organizations can use planned change to solve problems, to learn from experience, to reframe shared perceptions, to adapt to external environmental changes, to improve performance, and to influence future changes. The theories describe the different stages through which planned change may be effected in organizations and explain the process of applying OD methods to...
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...changing including organization. Organizational change occurs as a reaction to an ever-changing environment, a response to a current crisis situation, or is triggered by a leader (Jones, 2004). In 1947, K Lewin indicated that group life is never without change, which means that change has been a necessary process during the organizational development which is mentioned as a planned change process, managed from the top, taking into account both the technical and the human sides of the organization by Schien(1992). The ex-British Prime Minister named Benjamin Disraeli (1804-1881) (B. Senior and S. Swailes, 2010) explained that ‘change is inevitable in a progressive country’, he also considers that ‘only change is constant’. Being proved by Collins (1998), Huff and Huff (2000), Organization change is one of perennial issues in organization and management theory. However, the type of organizational change is not unique, Strebel (1996) illustrates that change may be a constant but it is not always the same, in addition, Grundy (1993) indicates that there are three varieties of change including Discontinuous, ‘smooth’ incremental and ‘bumpy’ incremental change which are separated by the rate of change (Figure 1). Some authors believe that organizational change can be managed and planned. Lewin is the father of planned change approach which is described as an “ethical and humanist approach to change” (Hughes, 2010). Also, by using Lewin’s planned approach to change model (1951), Lunenburg...
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...implement the solutions of the scientists. Some observers contended, however, that the management scientists were proposing changes with insufficient regard for relevance, timeliness, acceptance, or implementation (Zand, 1975). Identifying the Characteristics of Effective Organizational Change Psychologist Kurt Lewin theory on organizational change conceptualized the present condition or level of activity of a system as a dynamic social equilibrium, that is a state of balance maintained by active driving and resisting social forces. Change then consisted of altering the driving and resisting forces thereby facilitating the movement of the system to a new level of equilibrium (Zand, 1975). Lewin conceptualized change as a process with three phases: (1) unfreezing—behavior that increases the receptivity of the client system to a possible change in the distribution and balance of social forces; (2) moving—altering the magnitude, direction, or number of driving and resisting forces, consequently shifting the equilibrium to a new level; and (3) refreezing—reinforcing the new distribution of forces, thereby maintaining and stabilizing the new social equilibrium. Lewin also suggested that although common sense might lean toward increasing driving forces to induce change, in many instances this might arouse an equal and opposite increase in resisting forces, the net effect being no change and greater tension than before (Spector, 2010). The Situation at Asda...
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...Throughout life, change is inevitable. Even when change is desired, it can be difficult to follow through. Creating a force field analysis (ffa) can assist someone who is trying to change something in their lives, whether is be personal or business related. In this paper, I will describe the concept of force field analysis as well as create an ffa for an issue in my life that I would like to change. I will also describe how the restraining forces impede my progress and develop an intervention strategy to enhance the driving forces to make change possible. Force field analysis is a very useful tool that was created by social psychologist Kurt Lewin in the 1940’s. In any situation, there are both driving and restraining situation. Lewin wrote that "An issue is held in balance by the interaction of two opposing sets of forces - those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)". It helps when implementing change by dissecting both of these forces. Driving forces are the forces that drive the change. These forces are what initiates the change in the first place, and is likely to keep the plan going the will result in the change. These changes could be pressure from outside sources, or financial incentives. They are what to keep in mind when restraining forces arise during the change process. Restraining forces are forces that restrain the driving forces. These forces can include conflict, hostility, and resistance...
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...challenge for any leader is to create a workplace that stimulates creativity and innovative thinking. Vineet speaks from very rich experience that has allowed him to create environments that encourage people to venture into the gap that separates the ordinary from the extraordinary, and encourages people to make what seems impossible- possible. Kurt Lewin’s Change Theory is considered the oldest, simplest, yet robust and applicable change management theory developed is considered the epitome of change models, suitable for personal, group and organizational change (Burnes, 2004). Lewin believed that the key to resolving social conflict was to facilitate learning and so enable individuals to understand and restructure their perceptions of the world around them. Though Field Theory, Group Dynamics, Action Research and the 3-Step model of change are often treated as separate themes of his work, Lewin saw them as a unified whole with each element supporting and reinforcing the others and all of them necessary to understand and bring about planned change, whether it be at the level of the individual, group, organization or even society. John Kotter, an expert in leadership and change management, proved through 30 years of research that 70% of all major change efforts in organizations fail due to the holistic approach required to see the change through (Stragalas, 2010). The 3 stages are unfreezing, moving to a new level or changing, and refreezing (Kaminski, J, 2011). The unfreezing...
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...that have been fore planned to help the businesses run with a goal and direction (Nahavandi, 2012). The most successful outline for change in an organization is the strategy by Psychologist Kurt Lewin. His theory suggests that first you Unfreeze the current administration. Becoming aware of the current failures and unprofitable markets. Second The Changing Implementation which concerns Implementing the changes in the Organizations whether its Human Resource directed or new programs to be installed for the Information Department (IT). The changing directive also requires constant positive criticism and critical thinking awareness on active participation creativity while the innovation is being processed. The third is the Freezing of the Change into place within the business by supporting the nature of the behavior of the company and the way its running. Supporting and funding the programs needed to access constructive results in the employment, social, technological, culturally, and environmentally virtues of a successful marketable product or service (Nahavandi, 2012). VISIONS FOR ORGANIATIONS TO SUCCEED The other Plan Change Management Theory that works well is the Planned Change which is another change module taking off the Kurt Lewins “Unfreezing Theory”. Planned Change is a six...
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...3.1 Develop systems to involve stakeholders of RDA in the planning of change. (AC 3.1 : Develop systems to involve stakeholders of RDA in the planning of change). The family business owned by Bob bought another firm named RDA. Since there were polarities in both personal and professional relationship between the key players i.e Bob, his son Jack and Bob’s ex-life partner Betty who was also a long time associate and COO of the firm. RDA involved itself as a consultant to identify concrete goals and bring changes. The following steps and systems were used to involve the stake holders. • Conducted numerous strategic interviews with Bob, Jack and Betty on individual and group level which allowed them to express both personal and professional obstacles which was hindering the process of transition. • Implement unambiguous job description by clarifying roles and responsibilities of all stakeholders. • Developed consistent policies which were both clear and official to be strictly followed by Bob and Jack and further implementing the policies to the entire firm. • Forcing Bob to be more pro-active in giving Jack both macro and micro understanding of the business • Initiating leadership training to Bob enabling him to set limits on Jack’s unproductive approach. • Scheduling specific times for Bob and Jack to interact and revamp their personal relation. • Sitting Jack and Betty down to identify their goals and express the underlying issues. • Impart training to all stakeholders...
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