...An Analysis of Lewin’s 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 His work has been discounted by scholars as it is deemed to be outdated and not applicable to the current world.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...
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...Forcefield Analysis - Kurt Lewin’s model Sociologist Kurt Lewin developed a 'force field analysis' model (1951) which describes any current level of performance or being as a state of equilibrium between the driving forces that encourage upward movement and the restraining forces that discourage it. Essentially this means that a current equilibrium exists because the forces acting for change are balanced by the forces acting against change. The driving forces are (usually) positive, reasonable, logical, conscious and economic. The restraining forces are (usually) negative, emotional, illogical, unconscious and social/psychological. Both sets of forces are very real and need to be taken into account when dealing with change, or managing change, or reacting to change. Forcefield Analysis restraining forces (against change) current equilibrium driving forces (for change) Increasing the driving forces is not enough for change, as the restraining forces remain in place, and as long as they remain in place it becomes harder to use the driving forces. An analogy is when you push against a spring; the more you push, the harder it becomes and as soon as you stop pushing the spring reverts to its previous position (after having sprung past that point). Therefore unless both the driving and restraining forces are balanced a kind of yo-yo effect results; a change and then a reversion back, and then a change, and then a reversion...
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...Managing Change For 24 Hour Fitness By: Team C – Five Guys MGT/426 October 31, 2013 Instructor Kathleen Kemmer Managing Change For 24 Hour Fitness Change is important in today’s world of business because it is fast-moving environment looking for a pace of change to slow more likely to be sorely disappointed. Without change, organizations would likely lose competitive edge and fail to meet the needs of what most optimism to be a growing base of loyal customers. In order for an organization to complete a successful change, organization need to able define a change and what specific change is necessary. The next step understands a cycle of change, and compare and contract of the two change agents. Finally is to select, which change agent is best suitable for the change that organization plan to complete. Frist define a change, it is something that presses people out of their comfort zone, it is inevitable, and it is better or for the worst, depending on where, and how people may view it. Change does have a necessary aspect of life and work. The world is changing more rapidly than ever. It is probable that people will have to cope with a variety of changes in the near future. The cycle of change begins when someone sees the challenge, and this challenge can be a threat to people within the organization, but it can also be an opportunity for growth and expansion. Either way, seeing the challenge awakens the need to change. There are...
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...Matrix of Theoretical Models Matrix of Theoretical Models November 19, 2011 University of Phoenix Material Appendix A: Matrix of Theoretical Models Theoretical Model | Description of Theoretical Model | Type of health care change situation in which model best applies | Kurt Lewin’s Change Theory and Force Field Analysis | Kurt Lewin’s theory model has three stages of change including: freezing, change or moving, and refreezing. The first stage of freezing involves finding methods to help people relinquish learned habits that were inefficient. Recognizing the need for change occurs in this stage. According to Schein (2002), the moving stage “allows members of the group to change from one set of behavior to another, such as new job responsibilities, new roles, and new job skills” (p. 37). The third stage of refreezing makes the change the standard operating procedure, the change becomes permanent. Without this last stage, individuals can revert back to the pre-change policies and procedures. Lewin’s theory believes that behavior is “a dynamic balance of forces working in opposing directions” (Lewin, 1951). He acknowledged that there are driving forces that cause change to occur, pushing individuals in the desired direction. Restraining forces counter driving forces, pushing an individual in the opposite direction. Examples of restraining forces include personal defense mechanisms or group “norms.” The goal within a force field of driving and restraining forces is...
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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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...Forcefield Analysis - Kurt Lewin’s model Sociologist Kurt Lewin developed a 'force field analysis' model (1951) which describes any current level of performance or being as a state of equilibrium between the driving forces that encourage upward movement and the restraining forces that discourage it. Essentially this means that a current equilibrium exists because the forces acting for change are balanced by the forces acting against change. The driving forces are (usually) positive, reasonable, logical, conscious and economic. The restraining forces are (usually) negative, emotional, illogical, unconscious and social/psychological. Both sets of forces are very real and need to be taken into account when dealing with change, or managing change, or reacting to change. Forcefield Analysis restraining forces (against change) current equilibrium driving forces (for change) Increasing the driving forces is not enough for change, as the restraining forces remain in place, and as long as they remain in place it becomes harder to use the driving forces. An analogy is when you push against a spring; the more you push, the harder it becomes and as soon as you stop pushing the spring reverts to its previous position (after having sprung past that point). Therefore unless both the driving and restraining forces are balanced a kind of yo-yo effect results; a change and then a reversion back, and then a change, and then a reversion back, and then a...
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...Organizational Change Plan – Part I Health care is in a constant state of change. Recently Affordable Care Act (ACO) is has organizations of health care providers that agrees to be accountable for the quality, cost, and overall care of Medicare beneficiaries (Seifert, 2011). ACO emphasizes controlling health care costs but not without adhering to quality standards (Seifert, 2011). As part of these efforts, ACOs would recommend the use of electronic supply documentation. In the past, the traditional practice for reimbursement was on a fee for service basis (Cohen, Petrone, & Probst, 1998). The operating room is shifting toward case based payment. With the focus of health care providers working to provide quality care at the lowest possible cost. “Surgical services impact on more than fifty percent of the economic performance of a hospital. Hospital executives view the operating room as a major cost center, but few view it as a principal profit center. An efficiently run operating room with definable revenues and costs can prove to be an invaluable asset to the entire organization” (Cohen et al., 1998, para. 2). The current program that the operating room (OR) is running cannot break down the cost of the supplies. Therefore, the hospital is unable to do cost analysis on each individual case in the OR. This can be a loss of revenue within the department. With this in mind the enterprise developed a program called Supply Information Management System or also known...
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...Module: Managing Organisational Change (HRMG5027) Tutors’ names: Dr Deborah Price & Dr Jenna Ward Student Name: Yu Kang Student Number: P10506959 Word counts: 3438 Submitted Date: 17/05/2013 Introduction Everything in this world is moving and 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...
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...| How and why change models can facilitate change within organizations | | | | XXXXXX – 11XXXXXXX – Word Count: 1375HR388 - Human Resource Management & Organizational Change 21/1/15 | | How and why change models can facilitate change within organizations | | | | XXXXXX – 11XXXXXXX – Word Count: 1375HR388 - Human Resource Management & Organizational Change 21/1/15 | Contents 1. Introduction 2 2. Change models & their effectiveness to Human Resource Management and Organisational Change 3 2.1. Stage 1: Unfreeze 4 2.2. Stage 2: Transition 6 2.3. Stage 3: Refreeze 7 3. Conclusion & Recommendation 7 4. References 8 1. Introduction To begin with an in depth explanation and definition of organisational change, it a process that has been developed over the years in terms of discovering the best techniques to implement at different stages of a company’s life; an important issue that every firm must constantly adopt in order to maintain competitiveness and efficiency. As a result of the ongoing external changes in its environment, whether at the strategic or operational level, companies must act accordingly in response to changes in taste, a crisis or whether the change was triggered by a leader within the organisation with motives to improve efficiency (Moran and Brightman, 2001: 111; Burnes, 2004; Hayes 2014). Change models are used as a means of making the necessary changes to an organisation’s development as effective...
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...its forces to meet current and future national security requirements. As a result the 325 Military Intelligence Battalion has experience a reduction in 16 position and a duty description change for 10 of its current employees. The following is overview of the action plan and my findings and recommendations. The two major areas that I analyze are Human Resource and Training and Operations. It was also necessary to ensure that all employees understand how the new structure will align with the organizations current core operations. Success depends on how well everyone in the organization understand the change process The Lewin’s Change Model and McKinsey 7s Model was used to facilitate the change process. The Lewin’s Change Model consist of three stages, Unfreeze, Change and Refreeze, which we used to manage the change and implement a schedule to reach our goal of 100% hire rate by May and 75% of employees trained by June 2016. Motivation for Change The motivation for change is based on the Army initiative to reorganize its force structure. The new structure will foster and environment of cohesion amongst the departments. Employees will have opportunities to learn new skills and abilities and which will in turn put them in a position for advancement and promotion. Situation Analysis After conducting my initial interview, lack of communication seem to be the biggest obstacle. The focus...
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...02-Cawsey.qxd 5/23/2007 10:59 AM Page 33 CHAPTER 2 Change Frameworks for Organizational Diagnosis How to Change Change is. —Anonymous Chapter Overview • The chapter differentiates between how to create organizational change, its process, and what should be changed, the content. Change leaders must understand both. • Lewin’s classic “Unfreeze-Change-Refreeze” model is discussed. • A modified version of Beckhard and Harris’s change management process is developed in depth. The model asks: (1) What is going on in the organization? (2) Why change? (3) What is the gap between the existing and desired states? (4) How do we close this gap? and (5) How do we manage during the transition phase? • These explicit models will help change leaders articulate their implicit models of how organizations work and how to change their organizations. Sweeping demographic changes, technological advances, geopolitical shifts, and pressures to be more sensitive to our physical environment are combining with 33 02-Cawsey.qxd 5/23/2007 10:59 AM Page 34 34——TOOLKIT FOR ORGANIZATIONAL CHANGE concerns for security and organizational governance to generate significant pressure for organizational change. Awareness of the political, economic, sociological, and technological (PEST) aspects of any organization’s external environment forewarns us of the need to pay attention to such factors. Furthermore, it alerts managers to a need to have some means in place to attend...
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...people | | c) how he or she interacts with management | | d) the way he or she deals with problems | | Question 2:- As the QWL movement evolved, it fostered a new phase of activities known asmanagement are _______________ and _____________. | | | | a) large group interventions | | b) reward system changes | | c) employee involvement | | d) team building | | Question 3:- Which of the following areas do OD practitioners need to be familiar with to carry out strategic change? | | | | a) competitive strategy and team building | | b) finance | | c) marketing | | d) all of the above | | Question 4:- Which of the following is not one of the “stems” of OD? | | | | a) laboratory training | | b) environmental analysis | | c) action research/survey feedback | | d) participative management and quality of work life | | Question 5:- The consultant-centered OD practitioner may have to | | | | a) takes on a modified role of “expert” | | b) always adopt the role of the “expert” | | c) never...
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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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...The following paper looks to inform the reader of the six OD models widely used by organizations. Each of the six models is unique; bringing with them their own pros and cons. Along with the OD models, we will be covering three issues plaguing the Whole Foods Market today. 7s Model McKinsey 7s model is a model developed by McKinsey Consultants with help from Richard Pascale and Anthony G. Anthos in the 1980s. McKinsey 7s model follows the 7 key internal parts of: approach, structure, arrangements, shared values, style, workforce and skills to permit organizations to realize its goals. Approach is a plan established by a firm to bring an economical advantage alongside with success competitor within the market. Structure is the organizational chart of the firm legendary for being one in every of the foremost visible and simple to vary parts of the framework. Arrangements are legendary for being the main focus for how managers accomplish business; particularly throughout structure modification. Skills are the talents of the staff of the firm. Staff is the amount of staff at intervals a corporation required to hold out the mission. Style is the management and leadership of top-ranking managers. Shared values are the basis of each organization and also the core of McKinsey 7s model; the standards that guide employee’s behaviour. The model remains one of the foremost popular strategic designing tools. McKinsey 7s model focus on the soft S’s: style, staff, skills, and shared values...
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...Critically evaluate a recent organisational change within your Foundation trust using change theories and draw out the lessons for you as a leader and your organisation. The purpose of this essay is to critically evaluate a recent change within my team, drawing on theories and models of change. I will then integrate theory with practice by using the models that apply to the change within my team. I will also demonstrate the awareness to leadership issues inherent there in. Finally I will demonstrate the use of reflection during the process of change to draw out lessons for me and my organisation. Must there be a change? Change is a common thread that runs through all aspects of life; it said that organisation that handles change successfully thrives whilst those that do not may struggle to survive (Mabey and Mayon-White, 2003).They further suggest that the success or failure of a change varies enormously, depending on the nature of the business, the change and the people involved. A crucial factor of the above is, how far people within a change process understands the change (Connor et al, 2003).Bourne and Bourne (2002) express that change, can be external through technological development, social, political and economic pressure. Or internal as management responds, to a range of issues such as changing client needs as in the case of my team. Change can be classified into number of categories depending on the extent of the change it could be organic (bottom up) or driven (top...
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