Donna Spriggs Missouri DEPM 604 February 12, 2012 Management Theorist-Kurt Lewin

Kurt Lewin (1890-1946) was a pioneer in the field of social psychology and action research. Lewin has also been identified as the first psychologist to discuss group dynamics and the importance of group behaviors. He contributed significantly to the field of change management. Burnes (2004b) states the work of Kurt Lewin dominated the theory of and practice of change management for over 40 years (p. 977). Part of his change theory concludes change occurs in three stages, unfreezing, moving, and refreezing. First, unfreezing gets the individual prepared for change. This involves getting rid of old habits and ways. In the unfreezing stage, the forces driving towards and restraining individuals from adopting a change can be identified (Stichler, 2011, p.8) Next, in the moving stage of the change process, individuals make the change. They respond to the change with required actions and thoughts. The final stage is the refreezing stage. During this stage the change is accepted, and it becomes habit. If the refreezing does not take place, then individuals are capable of returning to the old ways. Change is inevitable in organizations, and managers are often faced with resistance during the change process. The rate of change in the business world is not going to slow down anytime soon. If anything, competition in most industries will probably speed up over the next few decades (Kotter,1996, p. 161). Individuals in leadership and management positions are usually charged with leading change. Change theories can help leaders solidify changes. Kurt Lewins change theory has been a fixture

Donna Spriggs Missouri DEPM 604 February 12, 2012 Management Theorist-Kurt Lewin for in the field of change management. While there are other theories, including complex ones, Lewins theory is often one of reference in managers and leaders. Mondy & Premeaux (1995) identified a change sequence in his theory. It includes the three-stage model, as well as recognizing the need for change and identifying the change method (p. 489). When implementing this sequence, it is very important to recognize if change is necessary. It is important to have stability in the workplace. Making change for no apparent reason can be harmful to productivity and morale. However, when change is necessary change agents should have a plan of action. Using this theory, an organizations leaders would first demonstrate the need to change and explain why maintaining the status quo would be detrimental (Stichler, 2011, p.9). The method of change can be implemented using different techniques. They include survey feedback, sensitivity training, management by objectives, the Grid approach, and team building ( Mondy & Premeaux, 1995, p. 490). One of the most important element that has lead to a better understanding of organizational change is unfreezing the status quo, preparing others for the change.Managers must not be deterred by resistance to change. It must not be allowed to interfere with the change process. How does a manager unfreeze the status quo? First, a manager or leader will want to do away with the status quo as quickly as possible. Kotter (1996) outlines eight errors as to why change fails. According to Kotter (1996) by far the biggest mistake people make when trying to change organizations is to plunge ahead without establishing a high enough sense of urgency in fellow managers and employees (p. 4). If individuals are allowed to be complacent, then change will not happen. Another important element of the change theory that has lead to better understanding in the

Donna Spriggs Missouri DEPM 604 February 12, 2012 Management Theorist-Kurt Lewin management field is the re-freezing stage. After the change has taken place managers must ensure that the change sticks. The goal of this stage is to align the change with those in the change process.Managers can connect new outcomes to changes to reinforces changes. Managers can do this by complimenting individuals, and offer praise for increase productivity and improvement. Kurt Lewins change theory is still relevant today in the management field. However, there has been criticism of Lewin and his theory. The main criticisms are addressed in Burnes (2004b) with responses to prove relevancy. He outlines four criticisms. First, Lewins critics believe his approach is too simple and robotic. The frequent changes in organizations needs a more continuous approach. Burnes response to this belief is that many do not understand the depth of Lewins change theory, because of misreading it. The second criticism harbors around the belief that his work is designed only for isolated projects. As a result, it is not suited for transformational changes. Burnes (2004b) respond to this criticism relates to speed rather than the magnitude of change. He also points out that transformational change can occur over time (p. 993 ) The third criticism is laughable to Burnes (2004b), as some critics believe Lewin does not understand the conflict, power, and politics in an organizational setting. This is disputed as Burnes (2004b) points out that French and Ravens Power/Interaction Model the foundation for which much of the literature on power and politics is based, owes much to Lewins work. French and Raven credits Lewins influence for their position on power. Lastly, the fourth criticism launches an attack against Lewins advocating a topdown, management-driven approach to change and ignoring situations requiring bottomup change (p.995). Part of the change process is recognizing a need. This need for

Donna Spriggs Missouri DEPM 604 February 12, 2012 Management Theorist-Kurt Lewin change can come from any individual in an organization. Thus, Lewins change approach supports change from the bottom-up as needed. Change is constant in organization, and Lewins theory is often a framework used by managers. Managers and leaders in distance education should find relevance with Lewins change theory framework. The field of open and distance learning (ODL) has changed a great deal in the past 20 years (Brindley, 1995, p. 23). Plus, technology is improved, developed, and become outdated very quickly. Leaders in this field are involved in continuous change. Using a framework to plan, implement, and evaluate change is important.

Donna Spriggs Missouri DEPM 604 February 12, 2012 Management Theorist-Kurt Lewin References Burnes, B. (2004a). Kurt lewin and complexity theories: Back to the future? Journal of Change Management, 4(4), 309-325. doi:10.1080/1469701042000303811 Burnes, B. (2004b). Kurt lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977-1002. doi:10.1111/j.14676486.2004.00463.x Brindley, J. E. (1995). Learner services: Theory and practice, Distansutbildning i itveckling, Rapport nr. 11 (pp. 23-34). Umea, Sweden: University of Umea. Kotter, J. (1996). Leading Change. Boston: Harvard Business School Press

Mondy, R.W & Premeaux, S.R. (1995). Management: Concepts practices and skills. Englewood Cliffs,NJ: Prentice (7th ed.)
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Stichler, J. F. (2011). Adapting to change. Health Environments Research & Design Journal (HERD), 4(4), 8-11. Retrieved from http://ezproxy.umuc.edu/login?url=http://search.ebscohost.com/login.aspx?direct=tr ue&db=a9h&AN=68638800&site=eds-live&scope=site Ting-Ting Lee. (2006). Adopting a personal digital assistant system: Application of lewin's change theory. Journal of Advanced Nursing, 55(4), 487-496. doi:10.1111/j.1365-2648.2006.03935.x