...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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...Resistance to Change There is no way to avoid change. Change is an everyday event. Change in the seasons, change in sports, and change at work. Organizations deals with different type of changes either through new personnel, new paperwork, and corporate takeovers, just to name a few. Employees, especially those who has time with their company haves some issues with change. The lack of knowledge of new personnel, new concepts, and paperwork will have a sense of hesitancy to tenured personnel. The resistance to change can hurt advancement in the company either through the lack of commitment, promotions, and proper training to new personnel just to name a few. “The model of theory that Kurt Lewin created in 1947 is still relevant today. The three stages that Kurt Lewin created was named: unfreezing, change, and freezing” (Change-Management-Coach.com, 2015). Resistance is common to change. The understanding of the resistance and behaviors in order to create the change is essential to the company. Resistance managers understand what they may be up against when change occur. “Fear, lack of consultation, poor communication, changes in routines, low trust, misunderstand of change, exhaustion/saturation, and change in the status quo” (2015) are reason for resistance among employees in a company. Managers and fellow employees can recognize the behaviors of those who resist the changes by witnessing: “aggression and anger, unusual flare-up of emotions, encouraging resistance, belief of...
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...Resistance to Change Randall K. Ward MGT-426 August 27, 2013 Barbi Brokhoff Resistance to Change This week we will look at resistance to change and what can be done to combat the resistance while still maintaining people’s ideas and individualism. We will also look at how Lewins model of change can be put into practice and used to make changing easier. Also we will look at the two types of resistance, organizational and individual resistance, and what the major causes of that resistance is. I will use Kraft as an example of complete resistance due to lack of commitment from management. When people are asked to change there is resistance, which is a natural reaction because change is uncomfortable and requires new and different types of thinking and operating. Most people would rather stick to the known instead of reaching out and taking a risk with the unknown, even if the known has proven not to work or is detrimental to the health of the organization (Heathfield). In Kraft there is a resistance to change from the management side of the equation, most employees there are all for a change, there just in not a consensus on what change is needed, in most employees eyes it is the management team, or more precisely the plant manager that needs to be changed. It is a normal reaction to be resistant to change; even employees that are cooperative may experience resistance just because that is part of human nature. When implementing change it needs to be communicated in such...
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...Relevant Change management Theories There are currently numerous change management theories, many of which have evolved from one of the most influential theories put forth by Kurt Lewin in 1947. The Lewins model for change is one of the earliest models and foundations for change management. The Lewins Model conceived that in order to create change there must be a “modification of those forces that keep a systems behaviour stable” which can be achieved through by increasing “those forces pushing for change, decrease those forces that maintain the current state or apply some combination of both” (text 33). Lewins Model: Kurt Lewin developed the three stage “Lewins model” in 1947. The Lewins model is one of the earliest models and foundations for change management. The Lewins Model conceived that in order to create change there must be a “modification of those forces that keep a systems behaviour stable” which can be achieved through by increasing “those forces pushing for change, decrease those forces that maintain the current state or apply some combination of both” (text 33). The three main stages of the Lewins model consist of unfreezing, moving and refreezing. Unfreezing: involves reducing those forces that maintain the organisations behaviour at its present level. Sometimes achieved by introducing information that shows discrepancies between the behaviours desired by the organisation members and those behaviours currently exhibited. Moving: shifts the...
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...Force-Field Theory of Change Management and Organizational Behavior Abstract This core content of this research is concentrated around Kurt Lewin’s Force-Field Theory of Change and how it affected the landscape of the business word and how it applies to the world we live and operate in currently. Many of theories and principles that are generally 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...
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...Risistance to change MGT/426 September 9, 2014 Heidi Roberts Change is a expected process, it occurs every day whether it is accepted or not. External and internal factors can create a need for change these include but not limited to: competition, technology, the need for growth, improve processes, and governmental regulations. This paper we will take a look at resistance to change and what can be done to combat the resistance while still allowing employees to express their ideas and individualism. Let us take a look at Lewin's model of change, if put into practice and used it will make changing easier. Also we will look at the two types of resistance, organizational and individual resistance, and what the main causes of that resistance is. I will use Kraft as an example of complete resistance due to lack of commitment from management. When people are asked to change there is resistance, which is a natural reaction because change is uncomfortable and requires new and different types of thinking and operating. Most people would rather stick to the known instead of reaching out and taking a risk with the unknown, even if the known has proven not to work or is detrimental to the health of the organization (Heathfield). The Kraft company has a resistance to change on the management side, most of the employees are all for a change, a consensus on what changes are needed, in most employees eyes it is the management team or more precisely the plant manager that needs to be...
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...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 Fleming 2006). Many...
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...Abstract Change is inevitable and oftentimes when Organizations 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...
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...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 stage consists of encouraging individuals to replace old behaviors and attitudes with those desired by management. Nayar realized “that no one would jump into the future until the organization acknowledged that we needed to do so”...
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...(hindering forces). The principle, developed by Kurt Lewin, is a significant contribution to the fields of social science, psychology, social psychology, organizational development, process management, and change management. Lewin, a social psychologist, believed the "field" to be a Gestalt psychological environment existing in an individual's (or in the collective group) mind at a certain point in time that can be mathematically described in a topological constellation of constructs. The "field" is very dynamic, changing with time and experience. When fully constructed, an individual's "field" (Lewin used the term "life space") describes that person's motives, values, needs, moods, goals, anxieties, and ideals. Lewin believed that changes of an individual's "life space" depend upon that individual's internalization of external stimuli (from the physical and social world) into the "life space." Although Lewin did not use the word "experiential," (see experiential learning) he nonetheless believed that interaction (experience) of the "life space" with "external stimuli" (at what he calls the "boundary zone") were important for development (or regression). For Lewin, development (or regression) of an individual occurs when their "life space" has a "boundary zone" experience with external stimuli. Note, it is not merely the experience that causes change in the "life space," but the acceptance (internalization) of external stimuli. Lewin took these...
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...Home Page » Business and Management Organisational Change at Gm Motors In: Business and Management Organisational Change at Gm Motors 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...
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...Phases of Change and the Concord Bookshop HCS/587 Creating Change Within Organizations Phases of Change and the Concord Bookshop The need for organizational change is inevitable. Technological advances, variations in the consumer marketplace, and evidence-based research dictate that in order for an organization to remain viable, it needs to be amenable to change. This does not mean, however, that organizations change effectively (Spector, 2010). Scientists have formulated many theories for describing processes to implement change in an organization, in hopes that understanding change and forces that resist it will lead to effective strategies. In this paper, I will review one of these theories and apply it to an actual organization that attempted to implement change. Kurt Lewin’s Field Theory One of the best known theories, and still applicable after 66 years, is Kurt Lewin’s Field Theory. Lewin “offered…insights that, to this day, shape our understanding of how to alter patterns of behavior” (Spector, 2010, p. 26). According to Ford, Lewin’s theory was linear and process driven (2009). It was based on the idea that variable forces acting upon a group can modify individual behavior. Therefore, as Burnes stated, Lewin believed that individuals affected by change would resist less if the organization involved them in the process (2007). Additionally, Lewin identified three distinct phases of change. During the first phase, unfreezing, the equilibrium of the...
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...Contents 1.0 Introduction 2 1.1 What is Change and Change Management 2 2.0 Literature Review 4 2.1 Drivers of change 4 2.1.1 Globalisation to change 4 2.1.2 Education to Change 4 2.1.3 Technology to change 4 2.2 The Process of managing change 5 2.2.1 Force Field Analysis on Change 5 2.2.2 Lewin’s Change Model 6 3.0 Change Management 7 3.1 John Kotter: Leading Change in today’s business 7 Urgency growth 8 Build Guiding Team 8 Getting Right Vision 8 Communicating for buy-in 9 Empower Action 9 Creating Short-term wins 9 Don’t Let Up 9 Make Change Stick 10 4.0 Conclusion 11 References 12 1.0 Introduction 1.1 What is Change and Change Management The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking. “Albert Einstein”. Basically, definition of change is to make or create something different. Indeed, change happens to two reasons which are change for better or worse. Moreover, change means a movement from current state to a transition and a future state. In fact change happens all around the world such as in our community, work and at home. (Thomas G. Cumming, 2009) Figure 1: Change structure, Source: (Change Management Tuitorial , 2014) In fact, change happens everywhere even in companies therefore, all companies come up with change management in order to control changes which are internal and external. Basically, change management focused to provide a competitive advantage...
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...random changes in climate occur and global warming is on a rise, environment has become an area of concern for all. Organizations are keen to attain benefits along with environmental sustainability (Lewin, 1964). Organizations have to cope up with numerous challenges like reducing its carbon footprint, measuring emissions and innovating technologies (MSA, 2008). Change is a never-ending process, having an impact on both our personal as well as professional lives. Changes in an organization can occur both internally and externally. A variation in the management system, financial procedures or organization’s culture is all internal changes, where else external change include technological change, social or political change or economical change. All these happenings have a major impact on the environment as well as on the organization's growth. Researches have shown that the question of concern is “What is the importance of organizational change model?” The Models assist the managers to understand change in a wider scope as why change occurs (the causes and drivers), how and to which extent the change will occur (the timings, procedures and stages), and what will be the outcome of the changes (its effects and ways to measure). It is wise to review different models by researchers, as each model will give us a clearer picture and understanding about the aspects of change. Furthermore, We shall discuss the effect of changes in organizations on environment and one of the Change Models...
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... 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 help organization members manage change. (ii) System theory: The organization...
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