...Kurt Lewin's Change Theory Organizations face the continuous prospect of change as they fight to survive and remain competitive in a globalized economy. Changes exist in both the external and internal environments. As organizational environments exert pressure for change, organizations must adjust if they are to survive and prosper. According to Medley and Akan (2008), 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...
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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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...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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...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....
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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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...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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...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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...The 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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...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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...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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...well-being. OD Values: 1. Respect for people 2. Trust and support 3. Power equalization 4. Confrontation 5. Participation History of OD Relatively new field of study – 50’s & 60’s No unifying theory – just models of practice Emerged from study of group dynamics & planned change. Late 40’s T-groups – training groups, behavioral skills and individual insight into problem solving Kurt Lewin at MIT – RCGD, Teachers College/Columbia Four Trunk Stems of OD Laboratory Training Survey research and Feedback Action Research Sociotechnical Approaches How does OD Work? Lewin’s 3 Phase OD Model UNFREEZING Resistance to change lessened, need for change created (Equilibrium disturbed) MOVING From old behaviour to the new (Changes) REFREEZING Change made permanent Laboratory Training NTL – Nat’l Training Laboratory T-Group L-Group RCGD Other universities set up training labs Invention of flip chart Next 10 years were tough – frustration at inability to transfer NTL to real world – began to train teams. Major Contributors Kurt Lewin (T-Group) Kenneth Benne, Leland Bradford and Ronald Lippitt.(L-Group) Chris Argyris 1957, Yale, First to conduct team building sessions with CEO’s. Douglas McGregor 1957, MIT – Started program in org studies Union Carbide – transfer t-groups to complex organizations Theory X and Y The Human side of Enterprise. Robert Blake WWII served in Psych unit of Army Airforce...
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...Organization Development Organization Development (OD)is a process by which behavioral science knowledge and practices are used to help organizations achieve greater effectiveness, including improved quality of work life and increased productivity (Cummings, & Huse, 1989). In the 1950s and 1960s a new, integrated approach originated known as Organization Development (OD): the systematic application of behavioral science knowledge at various levels (group, intergroup, and total organization) to bring about planned change (Newstrom & Davis, 1993) Organizational development As defined by Richard Beckhard, "Organizational development" (OD) is a planned, top-down, organization-wide effort to increase the organization's effectiveness and health. OD is achieved through interventions in the organization's "processes," using behavioural science knowledge. According to Warren Bennis, OD is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges. Warner Burke emphasizes that OD is not just "anything done to better an organization"; it is a particular kind of change process designed to bring about a particular kind of end result. OD involves organizational reflection, system improvement, planning, and self-analysis. Change Agent A change agent in the sense used here is not a technical expert skilled in such functional areas as accounting, production, or finance...
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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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...Resistance to Change Cha Xiong MGT/426 June 03, 2014 Resistance to Change Resistance to change is considered the act of opposing or struggling with changes and has a common problem for the management teams. When organizations are seeking to improve an aspect of their business, some of their employees will naturally show resistance. It is not important how the resistance manifests itself, but it is important that resistance still threaten the success of the change initiative. Resistance to change has an effect on the way other employees feel at various stages of the implementation process and it ultimately affects quality of goods and services, productivity of employees, and work relationships. Management of resistance can be challenging to manage because resistance can be covert by organizationally or individually. In this paper, I will identify the causes of resistance by the organization and the causes of resistance by the individual. I will also describe how Lewin’s theory of change can be used to overcome the resistance. Causes of Resistance by Organization Stoica, Popescu, and Mihalcioiu (2012) defined, “Organizational causes of resistance means that the change is resisted at the level of the organization itself” (p. 115). Resistances are expressions of reservations, which arise as reactions to the changes at the organizational levels. The causes to resist can be defined as direct consequences of leaderships’ failure. Based on recent research, there...
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...Concord Bookstore University of Phoenix Creating Change within Organizations HCS587 David Harrell 16 January, 2012 * The Concord Bookshop is a small town bookstore with a 64-year history and a cultural appeal enjoyed by the citizens of the town. In recent years the economic environment created fierce competition for the bookstore, coupled with a need for innovative technology meant a need for restructuring. The financial status of the bookshop was in grave distress. Fearing financial ruin the board members made a unanimous decision to implement significant changes. However, the board did not take the necessary steps of including the appropriate stakeholders in the change process and obtaining employee support. Several phases of organization change were not executed during the Concord Bookshop discussion, which ultimately led to the failure of the company. Strategic Renewal The board did not consider the employees talent, capabilities or experience as an important component to achieve the future goals of the bookstore (Spector, 2010). The residents of Concord frequented the bookstore, yet the board did not seek customer or employee support for their vision. Appropriate consultation may have saved the bookstore from financial despair. By failing to see the importance of stakeholder input and implementing changes before any valuable dialogue took place led to the gradual destruction of the bookstore. Strategic renewals are required by companies...
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