scholarly journals Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management

2020 ◽  
Author(s):  
Stephen Cummings ◽  
Todd Bridgman ◽  
KG Brown
Keyword(s):  
Change Management ◽  
Change Process ◽  
Change Theory ◽  
Theory And Practice ◽  
Human Relations ◽  
Managing Change

© 2015, © The Author(s) 2015. Kurt Lewin’s ‘changing as three steps’ (unfreezing → changing → refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for over-simplifying the change process and has been defended by others against such charges. However, what has remained unquestioned is the model’s foundational significance. It is sometimes traced (if it is traced at all) to the first article ever published in Human Relations. Based on a comparison of what Lewin wrote about changing as three steps with how this is presented in later works, we argue that he never developed such a model and it took form after his death. We investigate how and why ‘changing as three steps’ came to be understood as the foundation of the fledgling subfield of change management and to influence change theory and practice to this day, and how questioning this supposed foundation can encourage innovation.

scholarly journals Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management

2020 ◽  
Author(s):  
Stephen Cummings ◽  
Todd Bridgman ◽  
KG Brown
Keyword(s):  
Change Management ◽  
Change Process ◽  
Change Theory ◽  
Theory And Practice ◽  
Human Relations ◽  
Managing Change

© 2015, © The Author(s) 2015. Kurt Lewin’s ‘changing as three steps’ (unfreezing → changing → refreezing) is regarded by many as the classic or fundamental approach to managing change. Lewin has been criticized by scholars for over-simplifying the change process and has been defended by others against such charges. However, what has remained unquestioned is the model’s foundational significance. It is sometimes traced (if it is traced at all) to the first article ever published in Human Relations. Based on a comparison of what Lewin wrote about changing as three steps with how this is presented in later works, we argue that he never developed such a model and it took form after his death. We investigate how and why ‘changing as three steps’ came to be understood as the foundation of the fledgling subfield of change management and to influence change theory and practice to this day, and how questioning this supposed foundation can encourage innovation.

scholarly journals LINGKUNGAN DAN MANAJEMEN PERUBAHAN DALAM ORGANISASI

2019 ◽  
Vol 8 (1) ◽  
pp. 816-834
Author(s):  
SYAMSURIADI Syamsuriadi
Keyword(s):  
Change Management ◽  
Open System ◽  
Change Process ◽  
Planned Change ◽  
Adverse Impact ◽  
Organizational Environment ◽  
Process Of Change ◽  
Management Of Change ◽  
Managing Change ◽  
Modern Era

Abstract. Every organization in this modern era experiences challenges of change due to the uncertainty of the organization's environment. In the view of an open system, the organizational environment is described as everything that is around the organization that may influence and be influenced by the organization. Organizations cannot live without the environment, because both are inseparable entities. Thus changes in the environment must be followed by appropriate adjustment steps by the organization in order to maintain its effectiveness. One way to make adjustments appropriately is it requires management with planned management of change. A planned change process will be able to minimize the risks that will be caused. Whereas the unplanned process of change will have an adverse impact on the life of the organization. Therefore, in managing change it is necessary to apply various approaches, and change management models, so that organizations are able to lead strategic changes.

Change Management in Collaboration

2010 ◽  
pp. 239-249
Author(s):  
Bhuvan Unhelkar ◽  
Abbass Ghanbary ◽  
Houman Younessi
Keyword(s):  
Change Management ◽  
Change Process ◽  
Senior Management ◽  
Organizational Boundaries ◽  
Management Of Change ◽  
Managing Change ◽  
Technological Level ◽  
To Come ◽  
Electronic Channels

This chapter discusses the importance, relevance and the activities related to managing change in a business as it undergoes transformation to a collaborative business. One of the most significant changes that needs to take place when collaborative business is undertaken is the redefinition of traditional organizational boundaries. Senior management of the organization must understand the upcoming change process and totally support the change that follows the effort to collaborate through electronic channels. Collaborative business, especially through the use of a collaborative webbased system, will find that other participating businesses are able to come ‘inside’ the organization in order to offer as well as consume services. While this initially happens in the electronic domain, large, service-based organizations that depend on their far-flung collaborative partners will also discover that the management of change is not just at a technological level but also at a socio-cultural level.

scholarly journals Five Challenges of Change Management

2020 ◽  
Vol 10 (4) ◽  
pp. 333
Author(s):  
Evgeny A. Rudnev
Keyword(s):  
Social Science ◽  
Human Resource Management ◽  
Change Management ◽  
Human Resource ◽  
Theory And Practice ◽  
Present Stage ◽  
Effective Mechanism ◽  
Strategic Actions ◽  
Managing Change ◽  
Stage Of Development

The five main сhallenges on the way of managing change in organizations at the present stage of development of science are differences in leaders, differences in management and changes mechanisms, markers of changes, the effectiveness of strategic actions, career of employees. A long and difficult path in theory and practice is the development and search for methods of social science. Human resource management and change management - openness of the question about the most effective mechanism of change in organizations.

Change Process

2012 ◽  
pp. 121-137
Author(s):  
Lesley Farmer
Keyword(s):  
Change Management ◽  
Change Process ◽  
Change Theory ◽  
External Factors ◽  
Change Agency ◽  
Internal Factors ◽  
The Individual ◽  
Theories Of Change

Change occurs at several levels within any system: the individual, a group, and the system as a whole. At each level, internal or external factors can drive change (although internal factors are usually responses to outside factors). Change can be viewed in terms of the changer and the entity being changed. The theories of change can be approached in several ways: change theory (defining change), the change in terms of the process itself (what occurs), change agency (catalyst for change), and change management. This chapter provides representative studies on the change process as it relates to leadership in education and counseling.

A Change Management Framework for E-Business Solutions

2011 ◽  
pp. 54-69 ◽  
Author(s):  
Sushil K. Sharma
Keyword(s):  
Change Management ◽  
Transaction Costs ◽  
Competitive Advantage ◽  
Value Creation ◽  
Change Process ◽  
Change Agents ◽  
Management Framework ◽  
Managing Change

Over the last decade, a significant number of companies have implemented e-business solutions because an investment in e-business technologies provides the promise of a competitive advantage through lower transaction costs and the integration of processes. Many of these companies have experienced failures, a few have closed down, and only a few have succeeded in achieving the objectives. Studies undertaken to examine the reasons for these failures have highlighted that most of these companies could not handle change. One of the major challenges with the implementation of e-business solutions is managing change. A successful e-transformation represents the greatest value-creation potential for any company. In this chapter, I present a change management framework that suggests how firms can manage their transition to e-business and prepare them for e-transformation. The change management framework may provide managers or change agents with structured and measurable implementation tools, techniques and approaches for managing and evaluating the change process.

scholarly journals How being appreciative creates change – theory in practice from health and social care in Scotland

2017 ◽  
Vol 16 (2) ◽  
pp. 223-243 ◽  
Author(s):  
Cathy Sharp ◽  
Belinda Dewar ◽  
Karen Barrie ◽  
Julienne Meyer
Keyword(s):  
Action Research ◽  
Risk Taking ◽  
Positive Attitude ◽  
Social Care ◽  
Social Systems ◽  
Change Theory ◽  
Theory And Practice ◽  
Home Life ◽  
Health And Social Care ◽  
Design And Testing

This paper develops understanding of appreciative action research that generates curiosity and motivation as a better platform for collaborative change. Blending theory and practice it draws on the example of the My Home Life leadership programme in Scotland that explores the concepts and approaches of ‘Caring Conversations’ and ‘playful provocation’ in care homes for older people. The paper shows how they expand notions of appreciation and help people to deepen inquiry, explore values, acknowledge and express emotion without dispute or judgement, articulate tacit knowledge and give voice to things previously thought to be ‘unsayable’. We explore how these generative approaches act as a powerful positive ‘disruption’ that brings existing relationships to life, supports a positive attitude to risk-taking and helps to devise new approaches to the local design and testing of approaches to problems. Ultimately these approaches play an important part in developing understanding of how to do appreciative action research to enhance relationships and more strengths or assets-based and collaborative ways of working and so, to develop new possibilities for changing social systems and a more future-making orientation to action research.

The contributions of Raymond Williams and E.P. Thompson to communication and social change theory and practice

2017 ◽  
Vol 32 (5) ◽  
pp. 405-418 ◽  
Author(s):  
Pradip Ninan Thomas
Keyword(s):  
Social Change ◽  
18Th Century ◽  
Change Theory ◽  
Theory And Practice ◽  
Technological Determinism ◽  
The Public ◽  
Social Change Theory ◽  
Communication For Social Change ◽  
Raymond Williams ◽  
The Public Sphere

This article explores the contributions made by Raymond Williams and E.P. Thompson to communication for social change theory. It argues that Williams’ critique of technological determinism, his notion of the ‘structure of feeling’, analysis of culture and cultural materialism as a mode of analysis contributes to the theorising of communication for social change. This article also examines Thompson’s contributions to historiography, his engagement with the contextualised histories of ordinary people and their contributions to the making of the public sphere in 18th-century England. This article argues that the contributions made by these two theorists enable a critique of structures and a re-centring of agency, both of which are critical to a renewal of communication for social change theory.

scholarly journals The Impact of Change Management on the Efficiency of Organizations: An Applied Study on the DAL Dairy Factory - Sudan 2019 - 2020

2021 ◽  
Vol 12 (4) ◽  
pp. 1
Author(s):  
Malak S. Hussain
Keyword(s):  
Statistical Analysis ◽  
Change Management ◽  
Organizational Structure ◽  
Significant Relationship ◽  
Chi Square ◽  
Managing Change ◽  
Applied Study ◽  
Research Questions ◽  
The Impact ◽  
Scientific Hypotheses

Objectives: This study aims to know the effect of change in culture and technology on efficiency in Dairy Factory - Sudan, 2019-2020 and to know the views of managers on the impact of change management on efficiency, to identify the positive aspects that help in improving this efficiency as well as to identify the negatives Which limit the company's efficiency in this field, by answering the following research questions: - Is there an impact of changing culture and technology on increasing the efficiency of institutions? To answer these questions on which the problem is centered around, the following scientific hypotheses were put forward: - There is a statistically significant relationship between changing the organization's culture and increasing the efficiency of organizations, as well as the existence of a statistically significant relationship between changing technology in the organization and increasing the efficiency of organizations. Methods: The descriptive and analytical approach was used to describe the phenomenon under study, and the questionnaire was used to collect various data. The questionnaire was distributed to the sample members who numbered (55) employees to conduct the statistical analysis for this study, through the program used for the statistical analysis of social sciences, the hypotheses were tested by Median and chi-square. Finding: inflating the culture of the departments and divisions of the company, the stagnation and inflexibility of the society's culture, and the inadequacy of that culture to the requirements of work within the community, which led to an overlap in the powers and responsibilities? The most important recommendations: The necessity of changing the organizational structure to comply with the requirements of work, after carefully studying the internal and external environment, and for the change to take place based on the recommendations of specialists in administrative sciences. So that it is not random and does not lead to an inflation of the organizational structure without success. Value: The importance of the study stems from the fact that it addresses an important topic in business administration, which is managing change in organizations, which is the only way for these organizations to develop and continue to exist. It also studies the reality of change management in the DAL Dairy Factory - Sudan.

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